Agenda Document Pack - Housing Committee - 14/02/2024
North Lanarkshire Council · 14 February 2024
Back to Housing Committee — 14 February 2024 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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5 February 2024 Members of the Housing Committee Chief Executive’s Office Archie Aitken Chief Officer (Legal & Democratic) Civic Centre, Windmillhill Street, Motherwell ML1 1AB www.northlanarkshire.gov.uk Notice is given that a Meeting of the Housing Committee is to be held in the Council Chamber, Civic Centre, Windmillhill Street, Motherwell, ML1 1AB on Wednesday, 14 February 2024 at 10:00 AM which you are requested to attend. The agenda of business is attached. Archie Aitken Chief Officer (Legal & Democratic) Members : Clerk Name: Lesley Dysart Clerk Telephone: Clerk Email: dysartl@northlan.gov.uk M McPake, K Harmon, B Baudo, H Brannan-McVey, G Brennan, B Burgess, J Cairns, T Carragher, M Coyle, P Di Mascio, H Dunbar, F Fotheringham, M Hughes, L Jarvie, D Johnston, J Jones, K Larson, J Leckie, J Logue, F MacGregor, M McBride, B McCulloch, M McCulloch, P McDade, F McKay, R McKendrick, C McManus, F McNally, J McPhilemy, A McVey, L Mitchell, L Nolan, P Patton, J Reddin, N Shevlin, A Stubbs, R Sullivan, J Toner, S Watson, G Woods. Page 1 of 178
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Agenda 1 Declarations of Interest In Terms of the Ethical Standards In Public Life Etc. (Scotland) Act 2000 Performance 2 Mears LLP Operational and Financial Monitoring Report to 30 November 2023 Submit report by the Chief Officer (Housing Property Services) outlining Mears Limited Liability Partnership (LLP) performance against its business objectives, Council priorities and the Housing and Corporate Repairs and Maintenance service delivery contracts and the financial performance for financial years 2023 and 2024 7 - 26 3 Saltire Partnership Performance Report to 30 November 2023 Submit report by the Chief Officer (Housing Property Services) providing a detailed update on the current 2023/24 performance of the Business Housing Property Central Heating Repairs & Maintenance service delivery contracts 27 - 36 Operational 4 Local Housing Strategy Annual Progress Report Submit report by the Chief Officer (Housing Management) providing an update of the progress made in delivering the strategic priorities and actions set out in the Local Housing Strategy 2021-2026 37 - 92 5 Transforming Places New Supply Programme - Open Market Purchase Scheme Submit report by the Chief Officer (Housing Management) providing an update of the progress made in delivering the strategic priorities and actions set out in the Local Housing Strategy 2021-2026 93 - 100 6 Transforming Places New Supply Programme - Future New Build Sites Submit report by the Chief Officer (Place) providing an update on the potential inclusion and removal of sites for the council’s new build programme, which aims to deliver 5,000 homes by 2035 101 - 110 Page 3 of 178
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7 Transforming Places New Supply Programme - Procurement Update 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 outlined in the report 111 - 118 Financial 8 Housing Outline HRA Capital Programme 2024/2025 Submit report by the Chief Officer (Housing Property Services) seeking approval from the Housing Committee for the mainstream Housing Capital Programme (excluding new build) for 2024/25 119 - 130 9 Former Tenant Arrears Write Off to 31 March 2022 Submit report by the Chief Officer (Housing Management) seeking approval (1) of £2,188,051.59 which includes individual debts greater than £500, and (2) of credit balances that have arisen in some former tenancy rent accounts, totalling £54,706.29 131 - 136 Monitoring 10 Revenue Monitoring Reports 10(a) Revenue Monitoring Report - Housing Revenue Accounts Submit report by the Depute Chief Executive providing a summary of the Housing Revenue Account financial performance for the period 1 April 2023 to 5 January 2024 (Period 10) 137 - 144 10(b) Revenue Monitoring Report - Enterprise and Communities Submit report by the Depute Chief Executive providing a summary of the financial performance of the Enterprise and Communities service for the period 1 April 2023 to 5 January 2024 (Period 10), with major outturn variances highlighted and explained as per the Council’s approved Financial Regulations 145 - 158 11 Capital Programme Monitoring Reports Page 4 of 178
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11(a) HRA Capital Monitoring Report - 1 April 2023 to 5 January 2024 Submit report by the Chief Officer (Housing Property Services) seeking approval from the Housing Committee for the mainstream Housing Capital Programme (excluding new build) for 2024/25 159 - 166 11(b) Enterprise and Communities - Capital Monitoring Report Submit report by the Depute Chief Executive highlighting the financial performance of 2023/24 Enterprise and Communities capital programme for the period ended 5 January 2024 (Period 10) 167 - 174 Contracts 12 Contracts awarded below Committee approval threshold Submit report by the Chief Officer (Assets and Procurement) acknowledging the contract awards made since last committee reporting cycle 175 - 178 Page 5 of 178
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref BL/MH/KD/HD Date 14/02/24 Mears LLP: Operational and Financial Performance Monitoring Report to 30 November 2023 From Brian Lafferty, Chief Officer (Housing Property Services) E-mail HendryM@northlan.gov.uk DoohanK@northlan.gov.uk Telephone Michelle Hendry, 07960974797 Kevin Doohan, 07415477387 1. Background 1.1 In 2010 Morrisons Facilities Services Ltd successfully bid to become the Council’s strategic partner to deliver housing and corporate repairs over a 10-year period with the contract commencing on 21 January 2011. Mears PLC subsequently bought Morrisons Facilities Services Ltd as a going concern, so now own the 67% shareholding Executive Summary This report outlines Mears Limited Liability Partnership (LLP) performance against its business objectives, Council priorities and the Housing and Corporate Repairs and Maintenance service delivery contracts and the financial performance for financial years 2023 and 2024. Recommendations It is recommended that the Housing Committee: (1) Acknowledge Mears LLP’s operational performance for 2023/24 for both housing repairs and corporate repairs, from 1 April 2023 to 30 November 2023. (2) Acknowledge Mears financial performance as of 30 September 2023, along with assurance, or otherwise of the financial standing of the ALEO by Financial Solutions. (3) Acknowledge that the Head of Business Solutions submits a six-monthly composite report to the Audit and Scrutiny Panel confirming that governance and risk management arrangements are suitably robust within each ALEO/partner. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (1) Ensure a housing mix that supports social inclusion and economic growth Programme of Work Statutory / corporate / service requirement Item 2 Page 7 of 178
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in the Mears Scotland LLP (Mears) strategic partnership and the inherent North Lanarkshire service contract. North Lanarkshire Council owns the remaining 33% of Mears Scotland LLP. 1.2 At a strategic level, the MEARS Management Committee is responsible for governance and oversight of the LLP’s statutory responsibilities in relation to service delivery and management, staffing, financial control and reporting, health and safety, performance monitoring and risk management. The Management Committee meets quarterly and comprises up to four representatives from MEARS Scotland and two representatives from North Lanarkshire Council with these positions currently filled by a Councillor and the Chief Officer, Housing Management. Senior officers from both partners are also in attendance to provide professional, technical and financial reports. 1.3 The Council expected the partnership to secure local employment, source local supplies and services, and ultimately secure continuous improvement in the repair’s services delivered to North Lanarkshire residents and the council. 1.4 The Year 8 Best Value Service Review (BVSR) of the MEARS contract, reported to the Enterprise and Housing Committee in May 2018, included an assessment of the corporate property repairs service including: Revenue Works Orders, capital projects, Client-Contractor liaison arrangements; post-inspections; health and safety; and performance reporting. The review found that works are carried out safely and are conducted in accordance with the job specification, good industry practice and the relevant quality standards. The opportunity was identified, however, to improve feedback and ongoing communication between MEARS and the relevant Services to ensure that the customer was kept up to date on the progress of the repairs. Overall, the BVSR identified high levels of service delivery across the partnership, with only a small number of improvement actions identified, including the need for improved communications as referenced above. 1.5 Housing repairs, corporate property maintenance and capital investment proposals are all currently in-scope for delivery through the new North Lanarkshire Council Enterprise Project. To ensure continuity of service and enable anticipated inclusion of housing and corporate property maintenance within the North Lanarkshire Council Enterprise Project, the Housing and Regeneration Committee at its meeting on 20 May 2020 considered a report recommending that provision is made for annual extensions to the strategic partnership with Mears. 1.6 In relation to the contract extension, Mears are now in the third year, this commenced on 22 January 2023 until 21 January 2024 as previously approved by the Housing Committee. A further extension was approved at Committee, the extension covers the existing agreement and will commence on expiry of the existing contract ,21 January 2024, for up to 6 months. 1.7 In February 2020, the arrangements were revised, and individual Chief Officer’s now submit a six-monthly performance report to the relevant service committee confirming that the ALEO is delivering services as per our recommendations and expectations, and in accordance with the Service Level Agreement of contract works agreement. Colleagues in Finance provide the financial performance information along with assurance, or otherwise, in relation to the financial standing of the company. 1.8 In addition to this reporting, the Chief Officer (Business and Digital) submits a six- monthly composite report to the Audit and Scrutiny Panel confirming that governance and risk management arrangements are suitably robust within each ALEO. Information Page 8 of 178
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is also provided by the Chief Officer (Finance) relating to compliance with financial monitoring arrangements and identifying any matters which may result in financial risk to the council. This financial information is reported by exception. 2. Report Performance Indicators 2.1 It was agreed that performance against these targets should be reported to committee on a six-monthly basis. As such a Partnership Performance report has been submitted on a scheduled basis, with the most recent considered by the previous committee at its meeting on 30 August 2023. 2.2 Appendix 1 provides year to date housing performance in 2023/24 with comparison figures from the previous year provided in Appendix 2. Emergency and non-emergency timescales for housing repairs are shown in Appendix 3. Appendix 4 provides year to date Corporate performance in 2023/24 with comparison figures from the previous year provided in Appendix 5. Emergency and non-emergency timescales for corporate repairs are shown in appendix 6. Further performance outcomes, demonstrating where Mears is supporting The Plan for North Lanarkshire are provided at Appendix 7. Appendices 8 and 9 provide financial performance and overall Standing as of 31 March 2023. Housing Property Performance 2.3 The timescale in completing emergency repairs for all 3 linked contractors, year to date, is currently 2.12 hours. Mear’s year to date, average emergency timescales are 2.17 hours. The 2022/23 Scottish average was 4.2 hours. 2.4 The timescale for completing non-emergency repairs, for all 3 linked contractors, year to date, is currently 6.51 days. Mears average non-emergency timescales is 8.72 days. The 2022/23 Scottish average was 8.7 days. A full breakdown of year to date including emergency and non-emergency performance is included in appendix 3. 2.5 It should also be noted that repairs carried out right first time has been reported at 97.46% over the same period. The 2022/23 Scottish average was 87.8% 2.6 Current customer satisfaction level is 94.04% year to date. The 2022/23 Scottish average was 88.0%. We continue to receive various methods of surveys which include completed surveys online from tenants and at the post inspection stage of works, undertaken by our Technical Officers. We also receive results from Mears's text message survey. Customer satisfaction survey’s continue to inform action and help ensure that any areas of dissatisfaction are immediately followed up. Frontline resolutions 2.7 The number of Stage 1 complaints received for 2023/24 relating to all of Housing Property and Projects, have increased in comparison with the same period last year (see table 1 below). Of the complaints responded to year to date, a total of 64.38% have been upheld or partially upheld, in the same period last year 73.63% were upheld. 97.33% of complaints YTD have been responded to within SPSO timescales, in comparison to 91.50% of complaints in the same period in 2022/23. Thirty nine stage one complaints were received YTD in relation to Mears, they were responded to within timescale and 28 (71.79%) were upheld or partially upheld. An analysis of all Page 9 of 178
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complaints received is undertaken by Local Homes to allow any re-occurring issues to be addressed and associated service improvement actions to be progressed. Investigations 2.8 The number of Stage 2 complaints received for 2023/24, relating to all Housing Property and Projects service, has increased in comparison to the same period last year (see table 1 below) A total of 70.59% of closed cases have been upheld or partially upheld in comparison to 60.00% upheld or partially upheld in the same period last year. 97.06% of complaints received as stage 2 complaints were responded to within SPSO timescale in comparison to 95.00% of complaints in the same period in 2022/23. Three stage two complaints were received YTD in relation to Mears, they were responded to within timescale and 2 (66.67%) were upheld or partially upheld. 2.9 It should be noted that the number of complaints in relation to the number of emergency and non-emergency repairs, equates to only 0.43% of the 59,948 repairs completed from March to November 2023 2.10 Table 1 below shows Housing Property and Projects complaints received via Council between each financial year. Table 1 2023/24 2022/23 (for comparison) Q1 Q2 Q3 Oct & Nov only Q4 Total Q1 Q2 Q3 Q4 Total Stage 1 81 87 57 225 74 63 86 102 325 Stage 2 17 10 7 34 7 9 9 13 38 Total 98 97 64 259 81 72 95 115 363 Corporate Property Performance 2.11 The timescale in completing emergency repairs year to date, April 2023 to November 2023 is currently 3.46 hours. 2.12 The timescale for completing non-emergency repairs year to date is currently 10.01 days. A full breakdown of year to date, emergency and non-emergency performance is included in appendix 6. 2.13 97.87% of emergency jobs were completed within time scale YTD. This surpasses the 97% target. 2.14 Also surpassing the 97% target is the percentage of routine jobs completed within timescale which currently sit at 98.63% YTD. Service Delivery Highlights 2.15 A sample of service delivery highlights over the period include: • Apprentice recruitment successfully onboarded 21 new craft apprentices. Page 10 of 178
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• Mears North Lanarkshire Christmas Appeal 2023; raised £3k to support children living in residential homes across North Lanarkshire in partnership with our supply chain. • Mears Foundation Green Space Grants awarded to Buchanan High School and Firpark High School to support their green space sensory garden ambitions in October 2023. Financial Impact – Public Accountability 2.16 To satisfy the Council’s duty to ensure the organisation delivering property repairs and upgrade services on its behalf is financially sound, the Council’s Section 95 Officer maintains appropriate and proportionate processes and procedures for scrutinising Mears financial performance. 2.17 The Council’s Legal Agreements with Mears specify the financial information which it must submit to the Council including an annual business plan, quarterly management accounts, audited financial statements etc., to enable Finance to assess and report any financial risk likely to arise as a result of the Council using Mears to deliver these services. 2.18 The Council expends both revenue and capital resources annually with Mears to deliver services which assist the Council in achieving its priority outcomes. Mears operated a financial year ending 31 December 2022 with the majority of its turnover anticipated from housing and property repairs, with the remainder representing capital and other works. 2.19 Based on their final accounts to 31 December 2022, members will wish to note that Mears LLP reported a trading profit of £3.308m on an annual turnover of £59.163m (5.6%). 2.20 As previously advised, the contract with Mears includes scope for the Council to receive additional financial benefits including: 2.20.1 A “volume discount”, which gives the Council a 6.28% return on the value of relevant works awarded through the partnership. For the financial year 2023/24, the Council has budgeted to receive £1.9m from this revenue stream. It is anticipated that this will be fully recovered. 2.20.2 The partnership agreement also makes provision for a Best Value Efficiency Saving (BVES) to be applied to the schedule of rates paid by the Council on 1st July each year. The BVES receivable is dependent on turnover achieved by Mears, with a rate of 2.75% applicable on works to the value of £30m, a further 4.69% applicable on works between £30m and £35m, and any turnover in excess of £35m attracting additional BVES of 7.69%. Recognising the Council’s 2023/2024 budget of £50.6m for housing repairs, the partnership expected to deliver a minimum benefit of £0.825m. 2.20.3 Scope also exists for the Council to receive dividends from this partnership arrangement. However, as a result of the previous cumulative negative trading position, there have been no dividends declared to date. Page 11 of 178
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Financial Performance as of 30 September 2023 2.21 Mears Financial year runs from January to December. The LLP is budgeting to receive a net profit of £4.613m on a revised turnover of £65.043m (7.1%). The initial 2023 budget submission was based upon normal trading forecasts incorporating the agreed BCIS indices. The reforecast budget was received early in Quarter 1 recognising the significant increase in the volumes of work being delivered and was subsequently reviewed in September to incorporate further increases. There remains regular dialogue between the governance team and Mears Regional Finance Director regarding the ongoing performance against the reforecast budget. 2.22 The mix of turnover traded to September 2023 has been exceptionally high. This is driven by a combination of closing out of planned works and the delivery of significant volumes of day-to-day repairs and voids. 2.23 Based on Mears financial statements to 30 September 2023, it should be noted that the company accounts are showing a net profit of £3.526m on a turnover of £49.608m (7.1%). Details of performance against budget to 30 September 2023 are detailed in Appendix 8. It should be noted that the budget reforecast has resulted in no variances in the September accounts. Overall Financial Standing – Balance Sheet as of 30 September 2023 2.24 Appendix 9 provides key balances to give members an update on the overall financial standing of the company. Key balances and indicators worthy of specific note include: 2.24.1 The company had cumulative net assets of £7.488m. 2.24.2 A comparison of current assets to current liabilities equated to a current net asset of £9.244m and a current ratio of 1.96. A current ratio less than 1 is an indication that the company may experience difficulty in meeting its obligations. The partnership ratio is above 1, however there is a continued reliance upon the parent company’s rolling facility which is up to a maximum of £8.000m. 2.24.3 The intra Group facility stood at £1.787m on 30 September 2023. 2.25 Following consideration of exit arrangements for the joint venture company at Policy and Strategy Committee in December 2023, the Service is progressing matters in liaison with key officers throughout the Council as the contract nears its expiry. Further updates will be provided to Committee throughout 2024. 3. Measures of success 3.1 These reports detail the activities which are expected to support delivery of the council’s priority outcomes, as well as the organisation’s performance against these. This should ensure elected members have sufficient information to assess how Mears’ service delivery supports the council in delivering against The Plan for North Lanarkshire, as well as producing a high level of service delivery, legal compliance and customer satisfaction. Page 12 of 178
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4. Supporting documentation 4.1 Appendix 1 – Mears Housing Performance 23/24 4.2 Appendix 2 – Mears Housing Performance 22/23 4.3 Appendix 3 – Housing emergency and non-emergency performance 23/24 4.4 Appendix 4 – Mears Corporate Performance 23/24 4.5 Appendix 5 – Mears Corporate Performance 22/23 4.6 Appendix 6 – Corporate emergency and non-emergency performance 23/24 4.7 Appendix 7 – Mears Contribution to The Plan 4.8 Appendix 8 - Financial Performance as of September 2023 4.9 Appendix 9 – Overall Financial Standing as of September 2023 Brian Lafferty Chief Officer (Housing Property Services) Page 13 of 178
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Page 14 of 178
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Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☒ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 15 of 178
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Appendix 1 MEARS HOUSING PERFORMANCE 2023/24 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar YTD Cat 1a - Emergency within Hours (95%) Total 1090 1231 1352 1238 1284 1208 1345 1342 10090 % Within 99.63% 99.43% 99.63% 99.19% 99.84% 99.92% 99.33% 99.48% 99.55% Cat 1b - Emergency Outwith Hours (95%) Total 720 712 753 804 682 754 846 649 5920 % Within 100.00% 99.44% 99.34% 99.63% 99.41% 99.87% 99.17% 99.54% 99.54% Cat 2 - Routine 3 Day Works (95%) Total 714 792 771 762 857 764 872 922 6454 % Within 99.86% 99.87% 99.87% 100.00% 100.00% 100.00% 100.00% 100.00% 99.95% Cat 3 - Routine 7 Day Works (95%) Total 3 4 2 2 3 3 4 2 23 % Within 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% Cat 4 - Routine 20 Day Works (95%) Total 2592 2773 2836 2953 3316 2942 3062 2958 23432 % Within 100.00% 100.00% 99.82% 99.97% 99.97% 100.00% 99.87% 100.00% 99.95% Empty House Works - 3 Days (95%) Total 423 453 501 468 509 395 364 497 3610 % Within 99.53% 100.00% 100.00% 99.79% 99.61% 99.49% 100.00% 100.00% 99.81% Empty House Works - 10 Days (95%) Total 457 544 479 481 541 472 429 357 3760 % Within 100.00% 99.63% 99.37% 99.79% 100.00% 100.00% 100.00% 100.00% 99.84% Routine Works - P9 (95%) Total 1 0 1 1 1 0 2 1 7 % Within 100.00% N/A 100.00% 100.00% 100.00% N/A 100.00% 100.00% 100.00% Glazing Pilot Works (95%) Total 117 130 133 126 154 127 163 103 1053 % Within 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% Priority P - Extended Priorities (95%) Total 106 114 157 143 193 254 202 262 1431 % Within 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% Adaptations - 40 Days (95%) Total 70 110 95 104 120 68 127 101 795 % Within 100.00% 98.18% 100.00% 99.04% 100.00% 97.06% 99.21% 99.01% 99.12% Rotworks - 40 Days (95%) Total 91 102 97 65 77 72 108 73 685 % Within 100.00% 99.02% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 99.85% Priority T - 1 Day (100%) Total 283 282 248 309 300 308 403 382 2515 % Within 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% Page 16 of 178
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Appendix 2 MEARS HOUSING PERFORMANCE 2022/23 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar YTD Cat 1a - Emergency within Hours (95%) Total 1024 1316 1173 1145 1421 1334 1517 1571 2802 1589 1381 1360 17633 % Within 99.61% 99.54% 99.49% 99.83% 99.65% 99.93% 99.27% 99.11% 98.82% 99.87% 99.64% 99.71% 99.47% Cat 1b - Emergency Outwith Hours (95%) Total 735 658 749 645 706 672 781 761 1581 821 620 674 9403 % Within 99.86% 99.70% 99.33% 99.69% 99.86% 99.85% 99.36% 98.82% 99.11% 99.76% 100.00% 99.70% 99.53% Cat 2 - Routine 3 Day Works (95%) Total 634 677 658 637 760 696 784 865 663 865 890 878 9007 % Within 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 99.85% 100.00% 100.00% 100.00% 99.99% Cat 3 - Routine 7 Day Works (95%) Total 1 1 2 3 3 1 4 4 4 2 2 1 28 % Within 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% Cat 4 - Routine 20 Day Works (95%) Total 2285 2404 2546 2174 2612 2412 2407 2871 2014 2202 2492 2833 29252 % Within 99.91% 99.71% 99.96% 99.95% 99.96% 99.96% 99.88% 99.93% 99.90% 100.00% 99.88% 100.00% 99.92% Empty House Works - 3 Days (95%) Total 310 339 330 284 297 309 274 310 298 327 337 412 3827 % Within 100.00% 95.87% 93.94% 98.59% 99.66% 100.00% 100.00% 100.00% 100.00% 99.39% 99.70% 100.00% 98.90% Empty House Works - 10 Days (95%) Total 459 455 506 433 469 412 407 499 329 357 369 389 5084 % Within 99.78% 94.95% 95.06% 98.61% 99.79% 100.00% 99.26% 100.00% 100.00% 99.72% 100.00% 99.74% 98.80% Routine Works - P9 (95%) Total 3 0 0 1 2 2 1 3 0 1 0 0 13 % Within 100.00% N/A N/A 100.00% 100.00% 100.00% 100.00% 100.00% N/A 100.00% N/A N/A 100.00% Glazing Pilot Works (95%) Total 112 141 96 115 143 178 123 146 124 118 132 156 1584 % Within 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% Priority P - Extended Priorities (95%) Total 199 232 288 226 198 217 108 207 103 206 154 192 2330 % Within 100.00% 100.00% 99.65% 100.00% 98.48% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 99.83% Adaptations - 40 Days (95%) Total 70 99 104 70 78 85 92 84 43 113 74 62 974 % Within 100.00% 98.99% 100.00% 100.00% 100.00% 100.00% 100.00% 98.81% 100.00% 98.23% 97.30% 100.00% 99.38% Rotworks - 40 Days (95%) Total 43 65 59 63 50 54 56 82 60 92 137 84 845 % Within 100.00% 100.00% 100.00% 100.00% 96.00% 98.15% 100.00% 100.00% 100.00% 92.39% 97.81% 98.81% 98.34% Priority T - 1 Day (100%) Total 246 294 199 211 254 309 358 421 296 355 374 337 3654 % Within 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% Page 17 of 178
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Appendix 3 – Average timescales for housing emergency and non-emergency jobs Housing Emergency Repair Timescales – 2023/24 (All contractors) April May June July August September October November December January February March YTD Total Time Taken 6316:52:02 4974:32:04 6255:43:40 5355:31:07 5356:53:47 4744:41:20 4488:21:45 4689:35:38 42182:11:23 Total Jobs 2167 2271 2547 2426 2388 2352 2542 2392 19085 Average Timescale 2:54:54 2:11:26 2:27:22 2:12:27 2:14:36 2:01:02 1:45:56 1:57:38 2:12:37 Housing Non-Emergency Repair Timescales – 2023/24 (All contractors) Housing Emergency Repair Timescales – 2023/24 (Mears only) April May June July August September October November December January February March YTD Total Time Taken 4431:45:46 4503:32:29 5607:39:38 4780:29:24 4873:49:52 4253:44:45 4073:23:58 4266:52:38 36791:18:30 Total Jobs 1810 1945 2105 2042 1966 1962 2196 2043 16069 Average Timescale 2:26:55 2:18:56 2:39:50 2:20:28 2:28:45 2:10:05 1:51:18 2:05:19 2:17:22 Housing Non-Emergency Repair Timescales – 2023/24 (Mears only) April May June July August September October November December January February March YTD Total Time Taken 6886 6993 6626 7101 7672 7198 8490 8982 59948 Total Jobs 44984 47502 48615 52631 53322 45232 50465 47622 390373 Average Timescale 6.53 6.79 7.34 7.41 6.95 6.28 5.94 5.30 6.51 April May June July August September October November December January February March YTD Total Time Taken 3824 4106 4132 4298 4814 4289 4664 4644 34771 Total Jobs 33741 34107 37643 39613 43312 36108 39692 39116 303332 Average Timescale 8.82 8.31 9.11 9.22 9.00 8.42 8.51 8.42 8.72 Page 18 of 178
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Appendix 4 MEARS CORPORATE PERFORMANCE 2023/24 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar YTD Cat 1a - Emergency within Hours (95%) Total 185 225 257 138 259 258 285 314 1921 % Within 98.92% 95.11% 98.44% 97.10% 98.84% 97.67% 98.60% 96.18% 97.61% Cat 2 - Routine 3 Day Works (90%) Total 85 125 98 38 79 102 102 112 741 % Within 100.00% 100.00% 98.98% 97.37% 100.00% 100.00% 96.08% 100.00% 99.19% Cat 3 - Routine 7 Day Works (90%) Total 95 158 169 63 140 134 114 126 999 % Within 98.95% 97.47% 100.00% 96.83% 99.29% 97.76% 99.12% 95.24% 98.20% Cat 4 - Routine 20 Day Works (90%) Total 403 490 477 420 580 582 645 521 4118 % Within 99.50% 98.98% 99.16% 98.81% 98.62% 98.63% 97.98% 97.89% 98.64% Programmed Works (95%) Total 68 80 76 90 173 106 95 121 809 % Within 100.00% 100.00% 97.37% 100.00% 98.27% 98.11% 96.84% 97.52% 98.39% Cyclic Works (95%) Total 47 59 68 104 132 71 184 132 797 % Within 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 99.24% 99.87% Appendix 5 MEARS CORPORATE PERFORMANCE 2022/23 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar YTD Cat 1a - Emergency within Hours (95%) Total 228 277 235 124 218 215 216 287 300 253 245 250 2848 % Within 99.12% 99.64% 99.57% 99.19% 98.17% 98.14% 99.54% 93.38% 93.00% 94.47% 98.78% 92.80% 96.88% Cat 2 - Routine 3 Day Works (90%) Total 70 140 116 57 133 121 126 92 39 97 126 84 1201 % Within 100.00% 99.29% 95.69% 96.49% 98.50% 100.00% 99.21% 96.74% 97.44% 100.00% 100.00% 98.81% 98.67% Cat 3 - Routine 7 Day Works (90%) Total 79 135 77 41 77 118 126 173 62 46 83 99 1116 % Within 100.00% 100.00% 97.40% 100.00% 97.40% 96.61% 99.21% 97.11% 98.39% 100.00% 100.00% 100.00% 98.66% Cat 4 - Routine 20 Day Works (90%) Total 310 311 203 195 266 266 222 320 179 165 354 414 3205 % Within 98.71% 97.75% 98.52% 98.97% 98.50% 98.12% 96.40% 99.38% 96.09% 98.79% 98.31% 99.52% 98.38% Programmed Works (95%) Total 53 47 21 30 50 27 37 41 45 135 119 97 702 % Within 96.23% 97.87% 95.24% 100.00% 100.00% 100.00% 97.30% 97.56% 100.00% 97.78% 99.16% 100.00% 98.58% Cyclic Works (95%) Total 22 27 35 78 91 36 37 76 45 115 171 296 1029 % Within 95.45% 100.00% 100.00% 100.00% 100.00% 100.00% 97.30% 76.32% 100.00% 98.26% 100.00% 100.00% 97.86% Page 19 of 178
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Appendix 6 – Average timescales for corporate emergency and non-emergency jobs Corporate Emergency Repair Timescales – 2023/24 (Mears only) April May June July August September October November December January February March YTD Total Time Taken 586:59:22 905:57:53 1464:12:10 426:08:05 810:53:29 948:05:15 953:08:32 1170:12:43 7265:37:29 Total Jobs 185 225 257 138 259 258 285 318 1925 Average Timescale 3:10:22 4:01:35 5:41:50 3:05:17 3:07:51 3:40:29 3:20:40 3:40:48 3:46:28 Corporate Non-Emergency Repair Timescales – 2023/24 (Mears only) April May June July August September October November December January February March YTD Total Time Taken 583 773 744 521 799 818 861 771 5870 Total Jobs 6186 7603 6703 6570 7857 8222 9134 6462 58737 Average Timescale 10.61 9.84 9.01 12.61 9.83 10.05 10.61 8.38 10.01 Page 20 of 178
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Appendix 7 Mears contribution to The Plan for North Lanarkshire Service Area Target Outcome/Purpose 2022/23 Actual Comments Q1 Q2 Q3 Oct & Nov Q4 Improve Economic Opportunities and Outcomes OBJECTIVE: Provide supported routes out of unemployment or underemployment Number of trade and Modern apprenticeships Contribute to the long-term economic sustainability of North Lanarkshire 62 59 65 65 21 apprentices recruited in August 2023 Number has reduced due to craft apprentices successfully completing their apprenticeship. OBJECTIVE: Help current and incoming businesses to grow and create employment Number of local suppliers Contribute to the long-term economic sustainability of North Lanarkshire. £25.1m circa. 22 SME £6.9m £6.9m £6.08 Q2 Local SME Spend: £3.97m Q2 Local Supply Chain Spend: £2.97m Q3 Local SME Spend: £3.17m Q3 Local Supply Chain Spend: £2.91m Spend is per quarter (not cumulative). Page 21 of 178
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Improving the Health and Wellbeing of our Communities OBJECTIVE: Enable more people to live longer at home and to live as independently as possible Safer homes advice and installations To provide safety and security measures to vulnerable groups such as elderly and victims of domestic abuse. 223 referrals with 1311 security items fitted. 69 referrals with 420 safety items fitted. 68 referrals with 409 devices fitted Information for partial Q3 not available. Schools work experience and engagement Provide young people with an opportunity to get an insight into a possible career 4 placements 2 2 Arranged for 2 pupils who only attended one day. Recruitment fairs/career talks Provide young people with an opportunity to get an insight into a possible career and routes to work 6 careers fairs 0 4 Q2: Advancing Equality Working Group, Skills Development Scotland Apprenticeship Recruitment Actuals: Talks Delivered at Braidhurst, Dalziel High and Coltness High School employability workshops. No information available for Q3. Apprenticeship projects to support local communities Provides apprentices with the opportunity to work with local communities to add value to facilities as well as work with local groups and 14 projects with apprentice involvement 6 0 10 Q3 5 Apprentices supported the Christmas lunch for the elderly, a very successful event held in New College Lanarkshire Motherwell campus. 5 Apprentices supported the Light Up a Life event at St Andrews Hospice. Page 22 of 178
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events to enable others to deliver community benefits within their area Enhance Participation, Capacity and Empowerment Across Our Communities OBJECTIVE: Improve community participation and engagement in the planning and delivery of services Housing Tenant Conferences Positively promote the partnership 4 1 0 1 Tenant Conference, 4 General Managers in attendance and two hampers donated for the raffle. Invites received – 1. Sporting Events Positively promote the partnership 0 0 0 Best Value Efficiency Savings To positively support the partnership, deliver efficiencies to the Schedule of Rates payable via the works agreement. £1,751,868 £1,138,961 £400,113 *£401,219 The maximum BVES of 7.69% being applied for the whole of Q1. Q2 and Q3 are at the standard rate of 2.75%. *The full time period of Qtr 3 has been updated. Page 23 of 178
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Appendix 8 - Financial Performance as at September 2023 MEARS Scotland LLP Financial Performance as at September 2023 Income & Expenditure 2023 2022 Budget Actual Variance to Budget Revised full year budget Actual Outturn £m £m £m £m £m Total Sales 49,608 49,608 0 65,043 59,163 Total Direct Costs 37,725 37,725 0 49,205 45,686 Gross Margin 11,883 11,883 0 15,839 13,477 Operational % 24.0% 24.0% 0 24.4% 22.8% Total Overheads 8,357 8,357 0 11,212 10,169 Net Trading Profit 3,526 3,526 0 4,627 3,308 Profit % 7.1% 7.1% 0 7.1% 5.6% Page 24 of 178
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Appendix 9 - Overall Financial Standing as at September 2023 MEARS Scotland LLP Overall Financial Standing – Balance Sheet as at September 2023 Balances / Indicators 2023 YTD 2022 Final Outturn £m £m Total Fixed Assets 0.031 0.024 Stock 2.308 3.762 Trade & Other Debtors 0.485 -0.720 Cash 16.083 13.509 Trade & Other Creditors -7.710 -7.175 Government Bodies - tax, VAT, NI -1.920 -2.549 Inter Company Trading loan -1.787 -2.891 Total Net Assets/ (Liabilities) 7.488 3.960 Current Ratio 1.96 1.70 Page 25 of 178
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref BL/MH/HD Date 14/02/24 Saltire Performance Report to 30 November 2023 From Brian Lafferty, Chief Officer (Housing Property Services) E-mail HendryM@northlan.gov.uk Telephone 07960974797 1. Background 1.1 As per the recommendation to Committee on 7 June 2012, it was agreed that a six- monthly report be established to detail performance across agreed Key Performance Indicators (KPI’s), customer satisfaction and complaints to support the ongoing review and associated improvement actions within the delivery of the strategic partnership vehicles. 1.2 Following consideration and approval by the Policy & Resources Committee in March 2017, the Council’s Strategic Adviser (External Organisations) concluded the sale of the Council’s 33% shareholding in Saltire in May 2017. The works agreement would Executive Summary The purpose of this report is to provide a detailed update on the current 2023/24 performance of the Business Housing Property Central Heating Repairs & Maintenance service delivery contracts. Recommendations It is recommended that the Housing Committee: (1) Acknowledge the report in relation to the continued ongoing improved performance of the service delivery contract. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (1) Ensure a housing mix that supports social inclusion and economic growth Programme of Work Statutory / corporate / service requirement Item 3 Page 27 of 178
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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. 1.3 In relation to the contract extension, Saltire are now in the third year, this commenced on 8 January 2023 until 7 January 2024. A further extension was approved at Committee, the extension covers the existing agreement and will commence on expiry of the existing contract ,7 January 2024, for up to 6 months. 2. Report Performance Indicators 2.1 KPI performance for 2023/24 in relation to Heating Repairs & Maintenance is attached as Appendix 1. Appendix 2 also contains the full KPI set for 2022/23. Appendix 3 contains the full breakdown of emergency and non-emergency repairs jobs carried out by month for all 3 linked contractors, as well as Saltires only. 2.2 As of November 2023/24 the contract achieved 100% gas certification record for the extensive gas heated housing asset base. 2.3 All KPI areas continued to be subject to a full audit programme to ensure validity, with wider associated improvement actions details via the formal liaison structure to ensure full transparency and accountability. Business Housing Property and Projects Performance / Developments 2.4 The timescale in completing emergency repairs for all 3 linked contractors, year to date, is currently 2.12 hours. Saltire year to date, average emergency timescales are 2.54 hours. The 2022/23 Scottish average was 4.20 hours. 2.5 The timescale for completing non-emergency repairs, for all 3 linked contractors, year to date, is currently 6.51 days. Saltire average non-emergency timescales is 1.03 days. The 2022/23 Scottish average was 8.7 days. A full breakdown of year to date including emergency and non-emergency performance for all contractors is included in appendix 3. 2.6 It should also be noted that repairs carried out right first time has been reported at 97.46% over the same period. The 2022/23 Scottish average was 87.8% 2.7 Current customer satisfaction level is 94.04% year to date. The 2022/23 Scottish average was 88.0%. We continue to utilise various methods of surveys which include online, post inspection stage of works and face to face with tenants. Customer satisfaction surveys continue to inform service improvement actions and help ensure that any areas of dissatisfaction are immediately followed up. Frontline resolutions 2.8 The number of Stage 1 complaints received for 2023/24 relating to all of Housing Property and Projects, have increased in comparison with the same period last year (see table 1 below). Of the complaints responded to year to date, a total of 64.38% Page 28 of 178
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have been upheld or partially upheld, in the same period last year 73.63% were upheld/partially upheld. 97.33% of complaints YTD have been responded to within SPSO timescales, in comparison to 91.50% of complaints in the same period in 2022/23. Five stage one complaints were received YTD in relation to Saltire, they were responded to within timescale and 3 (60%) were upheld or partially upheld. An analysis of all complaints received is undertaken by Local Homes to allow any re-occurring issues to be addressed and associated service improvement actions to be progressed. Investigations 2.9 The number of Stage 2 complaints received for 2023/24, relating to all Housing Property and Projects service, has increased in comparison to the same period last year (see table 1 below) A total of 70.59% of closed cases have been upheld or partially upheld which is an increase in comparison to 60% upheld or partially upheld in the same period last year. 97.06% of complaints received as stage 2 complaints were responded to within SPSO timescale in comparison to 95% of complaints in the same period in 2022/23. There has been one stage 2 complaint received in relation to Satire within 2023/24 to date. It was responded to within timescales and was upheld. 2.10 It should be noted that the number of complaints in relation to the number of emergency and non-emergency repairs, equates to only 0.43% of the 59,948 repairs completed from March 2023 to November 2023 Table 1 Housing property and projects complaints received via Council each financial year. 2023/24 2022/23 (for comparison) Q1 Q2 Q3 Oct & Nov only Q4 Total Q1 Q2 Q3 Q4 Total Stage 1 81 87 57 225 74 63 86 102 325 Stage 2 17 10 7 34 7 9 9 13 38 Total 98 97 64 259 81 72 95 115 363 3. Measures of success 3.1 The ongoing Partnership Performance monitoring report requires Committee to consider Saltire Facilities Management Limited performance twice per year. These reports detail the activities which are expected to support delivery of the Council’s priority outcomes, as well as the organisation’s performance against these and should therefore ensure elected members have sufficient information to assess how Saltire service delivery supports the Council in delivering against The Plan for North Lanarkshire as well as producing a high level of service delivery, legal compliance and customer satisfaction. 4. Supporting documentation 4.1 Appendix 1: Saltire Performance 2023/24 4.2 Appendix 2: Saltire Performance 2022/23 4.3 Appendix 3: Emergency Repair Timescales and Non-Emergency Repair Timescales Page 29 of 178
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Brian Lafferty Chief Officer (Housing Property Services) Page 30 of 178
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Page 31 of 178
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Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 32 of 178
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Appendix 1 SALTIRE HOUSING PERFORMANCE 2023/24 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar YTD Cat 1a - Priority U (95%) Total 2 3 3 0 2 2 2 4 18 % Within 100.00% 100.00% 100.00% N/A 100.00% 100.00% 100.00% 100.00% 100.00% Cat 1b - Priority E (95%) Total 0 0 0 0 0 0 1 0 1 % Within N/A N/A N/A N/A N/A N/A 100.00% N/A 100.00% Cat 2 - Routine - Priority 1 (95%) Total 388 436 374 454 502 518 715 881 4268 % Within 100.00% 99.77% 99.47% 98.46% 99.20% 100.00% 99.58% 99.66% 99.53% Cat 3 - Routine - Priority 2 (95%) Total 17 11 4 16 14 35 26 55 178 % Within 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 96.15% 100.00% 99.44% Cat 4 - Routine - Priority 3 (95%) Total 956 861 815 875 895 714 879 1189 7184 % Within 98.74% 99.19% 99.14% 98.86% 98.55% 99.30% 99.09% 98.91% 98.96% Empty House Works - Priority 4 (95%) Total 298 385 414 270 398 361 314 427 2867 % Within 98.66% 100.00% 99.52% 98.52% 100.00% 99.72% 99.36% 99.06% 99.41% Empty House Works - Priority 5 (95%) Total 159 184 167 139 162 158 165 159 1293 % Within 99.37% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 98.92% Routine Works - P9 (95%) Total 0 0 0 0 0 0 0 0 0 % Within N/A N/A N/A N/A N/A N/A N/A N/A N/A Priority P - Extended Priorities (95%) Total 0 0 0 0 0 0 0 0 0 % Within N/A N/A N/A N/A N/A N/A N/A N/A N/A Priority C - 24hour Emergency (95%) Total 1365 1147 845 1072 1048 1296 1712 1808 10293 % Within 99.85% 99.91% 100.00% 99.63% 99.81% 99.77% 99.71% 99.56% 99.76% Priority D - Capital Boiler renewals (95%) Total 79 79 76 81 61 63 74 54 567 % Within 98.73% 100.00% 98.68% 100.00% 100.00% 98.41% 100.00% 98.15% 99.29% Priority B - 2 hr Emergency within working hours (95%) Total 8 9 9 6 6 6 2 2 48 % Within 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% Priority F - 2 hr Emergency outwith working hours (95%) Total 1 0 1 0 1 0 1 0 4 % Within 100.00% N/A 100.00% N/A 100.00% N/A 100.00% N/A 100.00% Adaptations - 40 Days (95%) Total 11 3 11 12 4 1 3 1 46 % Within 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% Page 33 of 178
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Appendix 2 SALTIRE HOUSING PERFORMANCE 2022/23 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar YTD Cat 1a - Priority U (95%) Total 5 3 4 4 2 9 7 5 27 1 5 2 74 % Within 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% Cat 1b - Priority E (95%) Total 0 0 0 0 0 0 0 3 7 0 0 0 10 % Within N/A N/A N/A N/A N/A N/A N/A 100.00% 100.00% N/A N/A N/A 100.00% Cat 2 - Routine - Priority 1 (95%) Total 504 479 456 259 380 366 528 693 604 665 631 690 6255 % Within 99.40% 100.00% 99.56% 100.00% 99.74% 100.00% 99.81% 100.00% 96.03% 99.70% 99.21% 99.71% 99.36% Cat 3 - Routine - Priority 2 (95%) Total 23 20 8 5 11 20 12 10 24 24 14 17 188 % Within 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 91.67% 100.00% 100.00% 100.00% 98.94% Cat 4 - Routine - Priority 3 (95%) Total 526 501 925 476 755 702 656 1358 380 817 1076 913 9085 % Within 99.24% 98.60% 99.89% 99.16% 99.74% 99.00% 99.39% 99.19% 98.95% 99.14% 99.63% 99.34% 99.33% Empty House Works - Priority 4 (95%) Total 196 239 242 215 258 178 222 209 202 218 232 344 2755 % Within 98.98% 97.91% 99.17% 96.74% 98.84% 99.44% 98.20% 99.04% 98.51% 98.17% 98.28% 98.84% 98.51% Empty House Works - Priority 5 (95%) Total 139 147 191 142 184 144 162 160 144 178 170 185 1946 % Within 99.28% 100.00% 98.43% 99.30% 100.00% 99.31% 99.38% 98.75% 97.92% 99.44% 98.82% 98.38% 99.08% Routine Works - P9 (95%) Total 0 0 0 0 0 0 0 0 0 0 0 0 0 % Within N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A Priority P - Extended Priorities (95%) Total 0 0 0 0 0 0 0 0 0 0 0 0 0 % Within N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A Priority C - 24hour Emergency (95%) Total 1575 1400 1194 864 1234 1415 1919 1996 2759 2079 1763 1799 19997 % Within 99.43% 99.93% 99.83% 99.77% 99.92% 99.65% 98.54% 99.95% 95.36% 98.89% 99.60% 99.83% 98.95% Priority D - Capital Boiler renewals (95%) Total 118 97 65 65 80 62 77 96 66 78 83 101 988 % Within 100.00% 100.00% 100.00% 98.46% 100.00% 98.39% 100.00% 100.00% 100.00% 98.72% 100.00% 100.00% 99.70% Priority B - 2 hr Emergency within working hours (95%) Total 8 6 5 4 3 10 11 6 6 4 6 11 80 % Within 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% Priority F - 2 hr Emergency outwith working hours (95%) Total 2 0 0 0 0 0 1 1 1 0 0 1 6 % Within 100.00% N/A N/A N/A N/A N/A 100.00% 100.00% 100.00% N/A N/A 100.00% 100.00% Adaptations - 40 Days (95%) Total 5 1 6 5 7 6 9 4 6 3 2 8 62 % Within 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% Page 34 of 178
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Appendix 3 – Average timescales for housing emergency and non-emergency jobs Housing Emergency Repair Timescales – 2023/24 (All contractors) April May June July August September October November December January February March YTD Total Time Taken 6316:52:02 4974:32:04 6255:43:40 5355:31:07 5356:53:47 4744:41:20 4488:21:45 4689:35:38 42182:11:23 Total Jobs 2167 2271 2547 2426 2388 2352 2542 2392 19085 Average Timescale 2:54:54 2:11:26 2:27:22 2:12:27 2:14:36 2:01:02 1:45:56 1:57:38 2:12:37 Housing Non-Emergency Repair Timescales – 2023/24 (All contractors) Housing Emergency Repair Timescales – 2023/24 (Saltire only) April May June July August September October November December January February March YTD Total Time Taken 24:31:56 37:23:31 35:17:09 28:54:07 17:47:22 14:52:31 35:38:04 11:56:07 206:20:47 Total Jobs 11 12 13 6 9 8 6 6 71 Average Timescale 2:13:49 3:06:58 2:42:51 4:49:01 1:58:36 1:51:34 5:56:21 1:59:21 2:54:23 April May June July August September October November December January February March YTD Total Time Taken 6886 6993 6626 7101 7672 7198 8490 8982 59948 Total Jobs 44984 47502 48615 52631 53322 45232 50465 47622 390373 Average Timescale 6.53 6.79 7.34 7.41 6.95 6.28 5.94 5.30 6.51 Page 35 of 178
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Housing Non-Emergency Repair Timescales – 2023/24 (Saltire only) April May June July August September October November December January February March YTD Total Time Taken 2646 2358 1972 2319 2364 2464 3234 3848 21205 Total Jobs 2582 2243 2396 2504 2992 2147 3344 3529 21737 Average Timescale 0.98 0.95 1.22 1.08 1.27 0.87 1.03 0.92 1.03 Page 36 of 178
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref SL/ MK/ AMcG Date 15/02/24 Local Housing Strategy Annual Progress Report From Stephen Llewellyn, Chief Officer, Housing Management E-mail llewellyns@northlan.gov.uk Telephone 07939280680 1. Background 1.1 The Housing (Scotland) Act 2001 places a statutory requirement on local authorities to produce a Local Housing Strategy (LHS) that sets out its strategy, priorities, and plans for the delivery of housing and related services. Executive Summary The purpose of this report is to advise committee of the progress made in delivering the strategic priorities and actions set out in the Local Housing Strategy 2021-2026. The Local Housing Strategy is the main overarching strategy for housing and housing related services in North Lanarkshire. It is an all-tenure document which sets the strategic direction in key areas such as homelessness, house condition, housing delivery, specialist provision, climate change and fuel poverty. The Local Housing Strategy for 2021-2026 was approved by Committee in November 2021. Local authorities are required to report on progress annually and to publish this on their website. This is the second annual progress report since the strategy was approved. Recommendations It is recommended that Housing Committee: • Acknowledge the progress made to date as outlined in this report and accompanying appendix, in delivering the actions set out in the Local Housing Strategy 2021-2026. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Programme of Work Statutory / corporate / service requirement Item 4 Page 37 of 178
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1.2 Local authorities are expected to review progress annually and to submit a copy of the review to the Scottish Government More Homes Area Team. The review must also be made available on the council’s website. 1.3 North Lanarkshire’s LHS for 2021-26 was approved by Committee in November 2021. The strategy plays an important part in delivering our ambition, set out in The Plan, to make North Lanarkshire the place to live, learn, work, invest and visit. It is closely connected and aligned to other key plans and strategies such as the Local Development Plan, Town Visions and the Economic Regeneration Delivery Plan. 2. Report 2.1 The vision set out in the strategy is: “To make North Lanarkshire the place to live, through provision of high-quality housing and support in sustainable communities, that enables people to thrive and prosper” 2.2 This vision is underpinned by seven priority outcomes which will be delivered over the period 2021-2026: • We will increase the supply of high-quality sustainable homes across tenure • Our communities are vibrant, attractive, and sustainable • We prevent and resolve homelessness effectively • We have a range of housing options and supports which promote independence, health, and wellbeing • We will tackle climate change and fuel poverty • Our homes will be fit for the future • We contribute to improving the quality and accessibility of the private rented sector 2.3 The Action Plan contains 165 separate milestones, delivering on 41 actions, with the LHS providing a framework for strategic monitoring and review. Of these milestones, 30 are complete and 124 are on track and 1 milestone is slightly behind. A further 8 milestones have not yet been started and 2 are no longer applicable. None are significantly behind. 2.4 A full report on progress under each priority is included in the LHS Annual Progress Report and corresponding Action Plan (which are attached in the Appendix). Some of the key progress made to date includes: • 539 new affordable homes built in 2022/23 an increase of 150 more homes delivered over 2021/22. • 34 wheelchair liveable homes delivered in 2022/23. • We celebrated the handover of our 1,000th new build home in August 2023. • 70 homes brought back into use through our Empty Homes Purchase Scheme and Open Market Purchase Scheme, bringing the total properties bought to date to 718. • Concluded the purchase of 21 properties from private landlords with sitting tenants to prevent homelessness as part of the expansion of the Open Market Purchase Scheme. Page 38 of 178
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• Our Strategic Housing Investment Plan (SHIP) was approved at Committee in August 2023 and sets out plans to deliver circa 3,000 new affordable homes in the next 5 years. • The council’s Affordable Housing Policy has been reviewed and published. • 134 council homes delivered in town centres and edge of town centre locations since April 2019/20. • Phase 1 of the re-provisioning programme is nearing completion with 1,656 out of 1,750 properties vacated and 831 demolished/in process of being demolished in 2022/23. • 97 new homes have been delivered so far within the re-provisioning site at Dykehead Road, Airdrie. • Phase 2 of the re-provisioning programme was approved at Committee in August 2023 with 974 properties identified for inclusion. • 35 long-term empty properties brought back into use in 2022/23. • Average length of stay in temporary accommodation for homeless cases that closed was 145 days and is significantly less than the 223 days nationally. • 96.3% of homeless applicants were satisfied with the standard of temporary accommodation provided. • Youth homelessness reduced by 3.5% to 24.1% in 2022/23. • £15m generated in benefits for tenants by housing income maximisers. • The management of the Housing Options Toolkit has been transferred to the Scottish Housing Network and a Learning and Development Officer appointed to manage the delivery across Scotland and future updates. • From April 2022 to June 2023, 26 tenants moved to a smaller home through the incentive to downsize scheme. • North Lanarkshire’s first Local Heat and Energy Efficiency Strategy approved at Committee and published. • Over 3,500 energy efficiency measures installed in 2022/23 including external wall insulation, triple glazed windows, energy-efficient heating and solar panels with £30m planned investment in 2023/24. • Delivery of our first ‘net zero’ homes at Dykehead Road, Airdrie which feature several low carbon technologies including air-source heat pumps, battery storage, enhanced solar PV arrays and enhanced insulation. • Secured over £2m from the Social Housing Net Zero Heat Fund for works to upgrade non-traditionally constructed homes. • Investment of more than £34m to improve the quality of our homes in the past year, including £19.1m on roof and render, £5.3m on heating upgrades, £1.1 on renewable energies, £7.8m on kitchens and bathrooms, and £1.4m on home safety and security. • Completed a review and redesign of Private Landlord Registration processes and procedures. • Created and implemented a licensing process for Short Term Lets and have received 141 applications. 2.5 The LHS is a five-year plan. Progress will continue to be monitored and reported annually through the Local Housing Strategy Steering Group and Housing Committee. 3. Measures of success 3.1 Delivery of actions set out in the LHS Action Plan (attached in the Appendix). Page 39 of 178
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4. Supporting documentation 4.1 Appendix – Local Housing Strategy Annual Progress Report 2023 Stephen Llewellyn Chief Officer, Housing Management Page 40 of 178
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The LHS has a positive impact on several protected characteristic areas, through the provision of improved housing and related services to meet a broad range of needs. If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☒ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ The LHS contains financial impacts. As this report is a progress report, it does not contain any direct financial impacts. If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ Page 41 of 178
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If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? There are several actions in the LHS that have a positive impact on meeting our climate change targets. Progress has been made on several key actions relating to improving energy efficiency of housing stock which reduce our carbon emissions. Further detail is set out in out in the progress report. 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Risk is recorded on the Service Risk Register and managed accordingly. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☒ No ☐ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Consultation and engagement with the Armed Forces Community was carried out as part of the LHS development process. This has directly informed the actions and milestones set out in the strategy. Page 42 of 178
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5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). A CRWIA was completed as part of the development of the LHS and identified several actions that will impact positively on the rights of children with aims to improve their health and wellbeing. If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☒ No ☐ Page 43 of 178
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LOCAL HOUSING STRATEGY ANNUAL PROGRESS REPORT 2023 Page 44 of 178
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2 Local Housing Strategy Annual Progress Report 2023 Contents Introduction ....................................................................................... 3 Housing delivery ................................................................................ 5 Placemaking and communities .......................................................... 9 Preventing and addressing homelessness ......................................... 13 Specialist provision ............................................................................ 16 Fuel poverty, energy efficiency and climate change ............................ 18 House condition ................................................................................ 22 Private sector housing ....................................................................... 24 Strategic housing outcomes .............................................................. 25 Page 45 of 178
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3 Local Housing Strategy Annual Progress Report 2023 Introduction The Local Housing Strategy (LHS) is the main overarching plan for housing. It sets out our housing priorities and the actions we will take to achieve our vision: “To make North Lanarkshire the place to live, through provision of high-quality housing and support in sustainable communities, that enables people to thrive and prosper” The strategy plays an important part in delivering our ambition set out in The Plan to make North Lanarkshire the place to live, learn, work, invest and visit, and is closely connected and aligned to other key plans and strategies such as the Local Development Plan, the Town Visions, and the Economic Regeneration Delivery Plan. The strategy will help deliver real improvements to people’s lives, by: • Continuing to build much needed new affordable homes, reducing poverty, boosting the local economy, and improving outcomes. • Improving the quality and energy efficiency of housing, helping reduce fuel poverty and helping achieve our net-zero climate change target. • Delivering a range of support services to help people achieve their potential, be healthy and included. • Helping create sustainable and attractive communities, through tackling empty homes and low demand and regenerating areas and places. North Lanarkshire’s Local Housing Strategy for 2021-26 was approved by Committee in November 2021. This is the second annual report on progress since the strategy was approved and provides an update to the previous annual report published in February 2023, featuring key highlights and achievements as well as ongoing challenges. Strategic Context The Housing (Scotland) Act 2001 places a statutory requirement on local authorities to prepare a Local Housing Strategy (LHS) supported by an assessment of housing need and demand. The LHS provides the strategic direction, together with policies and plans to enable the council and its partners to invest in the delivery of high-quality affordable housing and housing related services, across all housing tenures, to meet identified need. There is a requirement to set out the contribution housing can make towards the effective integration of health and social care; as well as its approach to meeting a range of statutory housing responsibilities such as addressing fuel poverty, improving house condition, and addressing homelessness. Page 46 of 178
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4 Local Housing Strategy Annual Progress Report 2023 Our Priorities Our LHS has seven priority outcomes which will be delivered over the five-year period 2021-2026. These priorities are: • Priority 1: We Will Increase the Supply of High- Quality Sustainable Homes Across Tenure • Priority 2: Our Communities Are Vibrant, Attractive and Sustainable • Priority 3: We Prevent and Resolve Homelessness Effectively • Priority 4: We Have a Range of Housing Options and Supports Which Promote Independence, Health and Wellbeing • Priority 5: We Will Tackle Climate Change and Fuel Poverty • Priority 6: Our Homes Will Be Fit for The Future • Priority 7: We Contribute to Improving the Quality and Accessibility of The Private Rented Sector Progress on the seven priorities is outlined in this report highlighting any key success and challenges. The action plan indicates the status of each action. Page 47 of 178
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5 Local Housing Strategy Annual Progress Report 2023 Housing delivery PRIORITY 1: WE WILL INCREASE THE SUPPLY OF HIGH-QUALITY SUSTAINABLE HOMES ACROSS TENURE New Supply Affordable Housing The number of new homes delivered in North Lanarkshire in the past year is 539 which is significantly higher than the 389 homes built in the previous year, with an additional 150 homes delivered. 34 wheelchair homes delivered over the period by the Council and RSL partners and brings the total number of wheelchair liveable homes delivered to 1521. Global and market/supply issues and inflationary cost pressures continue to impact on the delivery of new homes. Despite this we built 82 new affordable council homes for rent in 2022/23 and increased the overall supply of affordable homes to 1,6462 which confirms we are on track to achieve the target of delivering 5,000 new, affordable rented homes by 2035. In the last year, we have completed the following new build sites: 539 new affordable homes built (up on 389 previous year) Scottish Government funding of £32.98m secured for 2024/25 34 wheelchair liveable homes SHIP planned delivery of 3,060 homes over the next five years 18 MMR homes delivered in 2022/23 394 homes under construction Site Name Area Number of Homes Completion Date Mossburn Street, Waterloo Wishaw 20 May 2022 Plains Airdrie 16 Sept 2022 Community Road Bellshill 29 Feb 2023 Dykehead Road (Re-provisioning) Phase 1 Airdrie 11 Mar 2023 Lindsaybeg Road (former Childrens Home) Chryston 21 May 2023 Torrance Park Motherwell 6+4 (off the shelf) Feb + June 2023 Earls Rise (Gateside Farm) Stepps 30 (off the shelf) June 2023 Dykehead Road (Re-provisioning) Phase 2 Airdrie 86 Sept/Oct 2023 Ravenscliff Road, Ravenscraig Motherwell 24 Oct 2023 Auchengeich, Gartferry Road Moodiesburn 12 (off the shelf) Oct 2023 1 by September 20232 As at November 2023 and includes properties purchased through the open market and empty homes schemes. Page 48 of 178
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6 Local Housing Strategy Annual Progress Report 2023 Site Name Area Number of Homes Completion Date Castlehill Road (Re-provisioning) Phase 1 Wishaw 3 Oct 2023 Northburn Place (Re-provisioning) Phase 1 Airdrie 9 Oct 2023 Springhill Road (Keepmoat) Shotts 12 (off the shelf) Oct 2023 We celebrated the handover of our 1000th new build home at Dykehead Road in August and the new tenants are delighted with their two-bedroom net zero home. We are on-site with several other developments, including several town centre sites as well as land linked to our tower re-provisioning programme. We currently have 394 homes under construction with the sites below due to complete by next Summer. Site Name Area Number of Homes Scheduled Completion Date Northburn Place (Re-provisioning) Airdrie 22 Nov 2023 Castlehill Road (Re-provisioning) Wishaw 94 Phased from Nov 2023 Berwick Street Coatbridge 19 Dec 2023 South Bridge Street (Former Orrs Building) Airdrie 20 (off the shelf) Jan 2024 Dykehead Road (Re-provisioning) Airdrie 53 Mar 2024 Brandon Street Motherwell 48 July 2024 Glenacre Drive Airdrie 16 2023/24 Former Petersburn PS Airdrie 40 2023/24 Lorne Place (Allanwater) Coatbridge 24 (off the shelf) 2023/24 Dowanfield Road (Zoom) Cumbernauld 24 (off the shelf) 2023/24 Johnston Road – Phase 2 (Bellway) Gartcosh 12 (off the shelf) 2023/24 Gartferry Road (Allanwater) Chryston 22 (off the shelf) 2023/24 Community benefits are built into every council new build contract, helping to secure work experience, skills development and training and job opportunities for local residents as well as supporting local businesses through supply chain improvements. Partnership working with Education, Early Careers, Virtual Schools, Developing the Young Workforce, Supported Enterprise, the Apprenticeship team, and Employability services continues to maximise opportunities created through the new supply programme. New tenants mark housing milestone - 1000th home Page 49 of 178
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7 Local Housing Strategy Annual Progress Report 2023 Our partners have delivered 457 affordable homes over the past year, increasing the total number of new affordable homes built in the year to 5393. They have also completed 18 homes for Mid-Market Rent during 2022/23, bringing the total number of MMR homes to 884 since 2010/11. We completed a review of our Pathfinder Scheme, which allows the council to purchase new affordable homes directly from private developers and work is now well underway at the former John Orrs Building in Airdrie following completion of demolition works and the acquisition of 20 flats which is scheduled for completion in 2023/24. We have also concluded the purchase of 24 homes at Lorne Place in Coatbridge and a further 39 homes at the former DWP offices in Coatbridge with work now underway. In 2022/23, we brought 70 homes back into use through our Empty Homes Purchase Scheme and Open Market Purchase Scheme, bringing the total properties bought to 718. Despite current market pressures which have reduced supply and increased costs, the scheme continues to be popular, allowing us to increase the supply of affordable housing whilst also addressing issues associated with property repair and long-term empty homes. As at early November 2023, we have concluded the purchase of 21 properties from private landlords with sitting tenants, a recent expansion of the OMPS to prevent homelessness for tenants where the landlords were in financial difficulties with their lender and the property was at risk of repossession. Our Strategic Housing Investment Programme (SHIP) for 2024/25-2028/29 was approved by Committee in August 2023 and was submitted to the Scottish Government in October. The SHIP sets out plans to deliver over 3,000 new affordable homes in the next five years, helping regenerate local communities and support the economy by creating new jobs. 3 539 new homes includes both council and RSL partners. 4 As at Sept 2023 John Orrs Building Airdrie, June 2023 Page 50 of 178
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8 Local Housing Strategy Annual Progress Report 2023 Despite increased grant subsidy available from the Scottish Government, a refreshed feasibility study and financial analysis has shown that the delivery of Mid-Market Rent (MMR) by the council remains financially unviable and is likely to continue for the foreseeable future. The situation will continue to be monitored and should market conditions change we will develop a Housing Delivery Partnership to enable alternative tenures. We are also exploring options for delivery of MMR in town centres through the Town Centre Project. We are currently undertaking research with NHS Lanarkshire and larger employers within North Lanarkshire to establish gaps and demand for tenures such as Mid- Market Rent, Shared Equity and Low-Cost Home Ownership. This will be progressed in partnership with the Growth Team. The third Glasgow and Clyde Valley Housing Need and Demand Assessment (HNDA3) was completed and submitted to the Centre for Housing Market Analysis for ‘Robust and Credible’ status. Recommendations have been received and HNDA3 is currently being updated. The council’s Affordable Housing Policy (AHP) has been reviewed and a new AHP has been approved and published. Our Housing Asset Management Database captures a range of information to help inform demand and investment decisions. Testing of assumptions is ongoing and weightings being developed to enable the ability to draw conclusions and plan future actions. West Dunbartonshire Inverclyde East Renfrewshire Renfrewshire North Lanarkshire Glasgow South Lanarkshire East Kilbride Hamilton Larkhall Lanark Carluke Motherwell Coatbridge Airdrie Cumbernauld Barrhead Newton Mearns Johnstone Paisley Renfrew Greenock Inverkip Dumbarton Milngavie BearsdenClydebank East Dunbartonshire Bishopbriggs Page 51 of 178
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9 Local Housing Strategy Annual Progress Report 2023 Placemaking and communities PRIORITY 2: OUR COMMUNITIES ARE VIBRANT, ATTRACTIVE AND SUSTAINABLE Our key Town Centre Ambition projects are on track to proceed this year. We consulted on the Town Action Plans (TAP’s) for Airdrie, Motherwell, and Wishaw earlier this year with finalised plans approved at Committee in November 2023. Phase 2 public engagement of the TAP projects has begun for Kilsyth, Bellshill and Shotts with Coatbridge due to begin shortly and is expected to be complete by Spring in 2024. Town Action Plan Wishaw A major milestone in the redevelopment of Cumbernauld town centre was reached when we successfully completed the purchase of The Centre Cumbernauld (TCC) in June 2023. In the past year, new affordable homes have been delivered at town centre sites in Main Street, Wishaw and both Brandon Street, Motherwell and Orrs in Airdrie are under construction. This brings the total of new council homes built in town centres to 134. A total of 776 social housing homes have now been delivered in or on the edge of town centres (within a 10-minute walk) since April 2019/20. We have sought significant funding to help deliver our visions from both the Scottish and UK Governments and submitted bids for regeneration projects to various funding streams including the UK Government’s Levelling Up Fund and the Scottish Government’s Regeneration Capital Grant Fund (RCGF) and Vacant and Derelict Land Investment Programme (VDLIP). £9.225m has been secured from the Levelling Up Fund for the regeneration of Cumbernauld and ‘stage 2’ bids for up to £3m in funding through RCGF and VDLIP are currently under consideration. We have also secured funding from the Scottish Government’s Place Based Investment Programme (£1.698m) and Vacant and Derelict Land Fund (£1.814m) and have Page 52 of 178
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10 Local Housing Strategy Annual Progress Report 2023 been awarded £20m from the UK Government’s Towns Fund for projects in Coatbridge, to be delivered over the decade from 2024. We have also secured heritage funding to develop projects in Airdrie Town Centre (initial £150,000 ahead of £2.65m bid) and at Summerlee (initial £148,000 ahead of £3.39m bid). Some key progress over the period includes: Partial demolition of Bank Street, Coatbridge with designs ongoing for residential development. Detailed plans underway to re-design the former Municipal Buildings at Kildonan Street, Coatbridge into a mix of residential and office accommodation. Demolition of the former Orrs department store for residential redevelopment as well as commercial space with works currently underway for completion in 2023/24. Old Town Hall in Motherwell acquired during 2021/22 for conversion to residential use and now in design phase. Demolition of the former office building Kingshouse, Wishaw in 2022/23, with designs ongoing for residential development. 42 new homes were delivered by Trust Housing Association on the former Tesco site in Wishaw. Properties at Graham Street in Airdrie delivering commercial and residential accommodation. Detailed plans underway to redevelop an existing gap site at Main Street, Coatbridge. 48 homes featuring ground source heat pumps at Brandon Street, Motherwell currently under construction We have refreshed and published our Economic Regeneration Delivery Plan (ERDP) 2023-2028 which builds on the work of the council and our partners over the last four years to promote inclusive growth, ensure community wellbeing and create a more prosperous place for our residents. In line with our ambitions to develop integrated community hubs throughout North Lanarkshire, we have progressed work in three community hubs this year: Newmains and St Brigid’s Community Hub opened in Q1 of 2023 and provides a shared campus for two primary schools and a family learning centre, delivering an inclusive learning environment and modern facilities for all members of the community. Chryston Community Hub is due for completion in Q3 of 2023 and replaces the existing primary school and provides a new Community Health Clinic, offering residents access to state-of-the-art health and wellbeing facilities. Riverbank Community Hub in Coatbridge opened its doors for the start of term in August 2023 and brings together two primary schools, Carnbroe PS and Sikeside PS, along with an early year’s class. The hub is designed to provide an exciting and flexible learning environment which can accommodate a wide range of requirements in the years to come. The local community is set to benefit through building of the hubs, as local contractors and smaller businesses will be supported, and work placements and training opportunities created. A further three community hubs are in the design phase at Orbiston in Bellshill, and at St Stephen’s and St Kevin’s, both in Coatbridge. Page 53 of 178
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11 Local Housing Strategy Annual Progress Report 2023 97 new homes have been delivered so far within the re-provisioning site at Dykehead Road in Airdrie with further phases now underway. Northburn Avenue in Airdrie is also now under construction. These developments will deliver 181 modern and energy efficient new build homes for the local area and are planned for completion in 2024. Good progress continues to be made on the Ravenscraig Access Road, with the construction of the rail bridge completed in April 2023. Work is ongoing to deliver the new connection between Motherwell and Ravenscraig with improved specifications and tender documents prepared for procurement to manage costs and mitigate risks. Phase 1 of the re-provisioning programme is nearing completion with 1,656 out of 1,750 properties now vacated. This includes 200 properties in Highcoats and Birkshaw towers which have been re-purposed to support the Ukrainian Resettlement Scheme. Funding of £5.9m was provided by the Scottish Government to enable the refurbishment of these towers to assist the resettlement of refugees. In 2022/23, we have demolished or are in the process of demolishing 831 properties with a spend of £24.3m across the Towers Reprovisioning Programme. We are currently on site at Shawhead Low Rise in Coatbridge, Coursington Towers in Motherwell, Gowkthrapple low rise in Wishaw and Jackson Towers in Coatbridge. Dykehead Rd site Ravenscraig bridge works Ukrainian people at Highcoats Page 54 of 178
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12 Local Housing Strategy Annual Progress Report 2023 Committee approved Phase 2 of the re-provisioning programme in August 2023 which identified 974 properties to be progressed on a staggered basis with an estimated timescale for completion of a minimum of 5 years. Discussions are underway to discuss housing options with those affected in the early stages. In the meantime, we continue with our programme to invest in fire safety initiatives for tower properties and have installed sprinkler systems in 8 towers with 3 in the last year and a further 5 currently underway. In response to National Planning Framework 4 Policy 15, the identification of areas where Local Living could potentially be achieved, areas with good access to physical, digital and social infrastructure, continues to be progressed through the work of several internal and partnership stakeholders. This includes the Town Centre Visions, the Active Travel Strategy, the creation of Town and Community Hubs as well as the New Supply Programme, which includes the expansion of the Open Market Purchase Scheme to increase supply whilst addressing important issues such as prevention of homelessness, mixed tenure repairs to improve housing condition, as well as tackling the blight of empty homes in communities. Prior to National Planning Framework 4 coming into force in February 2023, the new Local Development Plan was Adopted in 2022, and sets out Placemaking Policies which remain relevant in contributing towards the concept and benefits of local living. A total of 35 long-term empty properties were brought back into use in the private sector last year, with a further 47 brought back into use as social housing through the Empty Homes Purchase Scheme in 2022/23. The Empty Homes Officer has been working alongside colleagues from Building Standards, Environmental Services and Planning to bring properties back to habitable condition. In total 263 private sector empty homes have been brought back into use since 20185. 5 until October 2023. Page 55 of 178
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13 Local Housing Strategy Annual Progress Report 2023 Preventing and addressing homelessness PRIORITY 3: WE PREVENT AND RESOLVE HOMELESSNESS EFFECTIVELY (13% increase) and similar to national picture 1,917 54 individuals supported through Homes First 90.99% 96.3% homeless applications in 2022/23 Proportional decline in repeat applications of new tenancies sustained for more than a year Youth homelessness reduced from 27.51% in 2021/22 to 24.1% in 2022/23 (since 2015/16 youth homelessness has reduced by 11.65% from 35.75% in 2015/16 to 25.1% in 2022/23) Average length of stay in temporary accommodation for cases that closed was 145 days compared with 223 days Scottish average (5% below Scottish local authority average) average rent £76.95 of households secured settled accommodation 686.7% 341 people who were survivors of domestic abuse approached housing for assistance in 2022/23 reduction in proportion of households with children in temporary accommodation from 22.1% to 21.7% of homeless applicants satisfied with temporary accommodation generated in benefits for residents by Housing staff in benefits generated overall £15M £35M 6 in council or RSL properties (where outcome is known). Page 56 of 178
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14 Local Housing Strategy Annual Progress Report 2023 The Scottish Government extended the ‘Cost of Living (Tenant Protection) (Scotland) Act 2022’ until 31 March 2024 to protect households from the worst impacts of the cost-of-living crisis. In the meantime, the Scottish Government have issued consultations to seek views on improving the protections and rights of tenants through the ‘New Deal for Tenants – rented sector reforms’ and ‘Prevention of Homelessness’ and will report their findings and any future legislative requirements in due course. By carrying out financial health checks and working in partnership with the Council’s Tackling Poverty Team, Welfare Rights and Income Maximiser Officers have helped generate more than £35m in additional benefits for residents in 2022/23 with £15m of these benefits generated by Housing staff. We have also established a Universal Credit Assistance Fund to help tenants who fall into rent arrears due to built-in waiting times for Universal Credit payments. The management and future development of the Housing Options Training Toolkit has now been transferred to the Scottish Housing Network. A Learning and Development Officer has been appointed to manage future updates and amendments. The Steering Group will be refreshed and a formal launch date for the fully developed suite of modules is currently under consideration. The toolkit provides information to housing practitioners on all aspects of housing delivery including legislation, policy, and practice. There are also modules to assist housing practitioners to navigate elements such as financial advice, employment, health and wellbeing, and to link people to broader services where appropriate. We continue to deliver the Family Plus Project in partnership with Barnardo’s Scotland, funded by North Lanarkshire’s Alcohol and Drugs Partnership (NLADP), which provides housing support to families and young people affected by domestic abuse, addictions, and other trauma. Barnardo’s have also launched Keys to the Future providing practical and emotional support to families experiencing homelessness with a specific focus on the educational attainment of children. Other Rapid Rehousing Transition Plan (RRTP) partnership projects that continue to be delivered include the Youth Life Coach Project, which aims to upskill young people with the skills and experience they need to live independently, and Creative Faces which provides opportunities for therapeutic interventions to improve health and wellbeing amongst young people. We remain committed to providing bespoke housing options for Care Experienced Young People (CEYP) to prevent homelessness and housing crisis or periods of housing insecurity and working in partnership with Health and Social Care to improve pathway planning for CEYP in North Lanarkshire. Youth Housing Champions are in place across our housing localities and provide a key point of contact for advice and information for pathway planning, promoting awareness of CEYP’s rights, wider rights for children (UNCRC) and housing’s role as a Corporate Parent. Page 57 of 178
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15 Local Housing Strategy Annual Progress Report 2023 Actions contained within the RRTP continue to be progressed, with the Housing First Team well established and support scaled up over the course of 2022/23 to increase capacity and reach of the Housing First service. In conjunction with the NLADP, we have jointly funded and developed an ‘Out of Hours’ Crisis Response Service to provide assertive outreach to people with complex needs experiencing crisis who require an immediate response, which was launched in November 2023. We have established a Prevention Officer post to provide homeless prevention support to a range of customers including young single tenants impacted by financial pressures and prison leavers through resolution of tenancy related issues and the provision of housing options advice prior to discharge. We have extended access to the Furniture Fund to include homeless households across localities. This is supplementary to furniture provided by the Scottish Welfare Fund. We implemented a Technology Fund providing digital devices to homeless households to improve digital inclusion and access to online services. We A trauma training plan is in development to deliver tailored levels of trauma training across the council and wider partner workforce with plans to deliver training for trainers’ sessions in early 2024 to develop a pool of trauma trainers. To date, 65 housing staff have been trained in trauma informed approaches. Training sessions have been delivered to housing staff to support the delivery of our approach to tackling domestic abuse, prevent homelessness and improve tenancy sustainment through the provision of timeous access to support, information, and advice. recruited a peer mentor to provide employability and learning support to Homes First Customers and we intend to partner with the Wise Group on their new Relational Peer Mentoring service matching people who require support with experienced peer mentors. Our partner Blue Triangle implemented an innovative ‘Tenant Guarantor’ test of change delivering intensive housing support for people with complex needs and complements the Homes First service. We are also in the process of developing a new Temporary Accommodation Strategy (TAS) which will consider the future need and demand for all types of temporary provision across North Lanarkshire. An element of this will be to review the support needs of homeless households. The outputs will inform our decisions on future temporary accommodation provisions. In tandem with this activity, we have begun a review of housing support delivery which will be informed by the identified support needs from the TAS as well as wider policy direction and evidence, culminating in an options paper and subsequent appraisal process. Page 58 of 178
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16 Local Housing Strategy Annual Progress Report 2023 Specialist provision PRIORITY 4: WE HAVE A RANGE OF HOUSING OPTIONS AND SUPPORTS WHICH PROMOTE INDEPENDENCE, HEALTH AND WELLBEING The council built 9 new wheelchair homes in 2022/23 which is 11% of our annual new build homes. Overall, 34 new social homes have been built to wheelchair standard in the last year which brings the total new build wheelchair homes to 1527. We have completed a survey on housing needs of wheelchair users and undertaken additional housing need and demand analysis. We also completed an engagement exercise with private developers to consider the need for wheelchair liveable housing with a view to setting a target for delivery in the private sector, however given current market conditions this is challenging. Further work is required to assess future demand and consider best practice across Scotland with the production of a report to evidence future need to support the setting of a target. We continue to remodel our linked corridor retirement complexes, with work at Dundyvan Gardens now complete. We have also completed an analysis on the pressure for older people’s housing which will form part of an options appraisal to scope and plan investment decisions and priorities for other linked corridor retirement complexes. We intend to engage tenant scrutiny for retirement housing with a survey to be issued in 2024. This programme of improvements in older people’s housing will help provide specialist housing and communal facilities that enable independence and promote health and wellbeing, providing sustainable, future-proofed environments. 32 new council homes suitable for older people built in 2022/23 3,353 adaptations across all tenures 34 new homes built to wheelchair standard (9 NLC/ 25 RSL) 533 homes built to HfVN standards (total 1,144 NLC, 2,339 RSL to date) Dundyvan Gardens Retirement Complex refurbishment 7 at Sept 2023 Page 59 of 178
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17 Local Housing Strategy Annual Progress Report 2023 Two new resource flats have been established in Airdrie and Bellshill and have been sourced from Clyde Valley Housing Association. The resource flats provide an additional option to enable swift move- on from hospital and prevent delayed discharge. A further property in Bellshill has been made available to enable the re-location of the Technology Flat. Raising awareness and promoting the use of technology with our staff is ongoing through the technology flat which has received 489 visitors in the last year and illustrates how technology can support people with independence, health and wellbeing. Our transition from analogue to digital alarm services within our sheltered housing is currently underway and expected to be completed this financial year. Improved digital connectivity and smart technology, including fibre broadband in council new build homes. To support those living with dementia or other support needs, we continue to incorporate best practice dementia design principles into all NLC new build developments including items such as different coloured front doors to help with visibility and navigation or worktops/flooring in clear, solid colours to avoid confusion from pattens or speckles. In 2022/23, we undertook a targeted communications campaign to increase awareness of the Incentive to Downsize Scheme amongst under-occupying households to help improve our ability to match homes to people’s housing needs. The scheme provides a financial package of assistance to tenants who meet the under-occupancy criteria enabling them to move, freeing up larger homes to meet the needs of families. From April 2022 to June 2023, 26 tenants moved to a smaller home and qualified for the incentive payment. North Lanarkshire Council housing is represented on national Gypsy Traveller groups and coordinates local actions through partnership arrangements. These actions are overseen by a Gypsy Traveller Strategic Group which continues to make good progress against several key actions within the action plan. The Scottish Government are currently piloting and evaluating negotiated stopping and we await recommendations for future consideration in North Lanarkshire. The Scottish Government are also developing a housing need and demand assessment toolkit for Gypsy Travellers. 3 2 Inclusive The highest standard in dementia design, from inception to occupation Supportive Empowering businesses and communities to champion dementia friendly design Aware Making small changes which matter 1 Advanced level for: health care providers construction professionals developers town planners Intermediate level for: people living at home businesses local organisations Entry level for all Environments for ageing and dementia design assessment tool Page 60 of 178
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18 Local Housing Strategy Annual Progress Report 2023 We have been working to produce the first Local Heat and Energy Efficiency Strategy (LHEES) for North Lanarkshire. The document sets out our approach to improving the energy efficiency of homes and buildings across North Lanarkshire, and how we will work to reduce greenhouse emissions produced from heating buildings. It also aims to reduce levels of fuel poverty where a lack of energy efficiency is a driver of fuel poverty. The LHEES is driven by national targets to achieve net zero and reduce fuel poverty, and was published in December 2023. Fuel poverty, energy efficiency and climate change PRIORITY 5: WE WILL TACKLE CLIMATE CHANGE AND FUEL POVERTY £2,242,200 funding received from Social Housing Net Zero Heat Fund 1,420 council homes fitted with new heating systems 82% of homes meet EESSH 100% of council new builds meet NLC New Build Sustainability Standards Average energy efficiency of our new build homes is currently band B (above the national average which is band D) Page 61 of 178
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19 Local Housing Strategy Annual Progress Report 2023 We are reviewing our approach to space and water heating in our new builds in line with the Scottish Government’s Heat in Buildings Strategy, published in October 2021, which sets out the Government’s aim for all our homes and buildings to be net zero by 2045. We are exploring both short- and longer- term options for low emission heating, being mindful of the potential negative impact these technologies may have on social tenants due to the higher running costs. From December 2023, all of our new build properties will feature low-emission heating systems. We reached a significant milestone this year when our 1,000th tenant moved into one of our flagship net zero homes at Dykehead Road, Airdrie. The homes feature a number of low carbon technologies including air-source heat pumps, battery storage, enhanced solar PV arrays and enhanced insulation. The measures are designed to reduce energy costs for tenants, help keep carbon-emissions low and help tackle fuel poverty. It is expected that the homes will all achieve an ‘A’ Energy Performance Rating. The pilot forms part of the larger Dykehead Road re-provisioning site, where 97 of the 150 new homes are complete and have been handed over to tenants. The remainder of the site is expected to complete in 2024. Data and tenant feedback will be collected from both the Net Zero homes and the homes heated by gas combination boilers. This will allow us to assess the performance and future viability of these options to help inform future investment decisions. We are also developing 49 homes featuring ground source heat pumps at Brandon Street, Motherwell as part of our plan to have low-carbon fuelled homes. We have committed to providing an EV charging pillar within each parking court of our new developments, where the National Grid has capacity. In addition, we aim to install individual charging points on each new build home that has a private driveway. Other examples of how we’re building greener include: • Minimising heat loss by using mineral wool insulation and windows and doors exceeding requirements set out in the Building Standards. • On-site renewable energy. Photovoltaic provision has recently been increased and homes currently being built will have an in-roof photovoltaic array which will reduce CO2 emissions, assist with running costs for the home, and reduce demand on the National Grid. Brandon Street works11 complete in 2022/23, further 8 expected Spring 2024. Page 62 of 178
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20 Local Housing Strategy Annual Progress Report 2023 • Energy efficiency measures which see over 99% of our new build homes achieve a ‘B’ Energy Efficiency Rating and over 90% achieve a ‘B’ EPC CO2 Rating. The new Energy Efficiency Standard for Social Housing (EESSH2) requires that all social housing meets EPC Band B by the end of 2032, within the limits of cost, technology and necessary consent. In addition, no social housing below EPC Band D should be re-let from December 2025, subject to temporary specified exemptions. With a view to achieving EESSH2 and Scottish Government net zero targets, we have adapted our investment programme to include the installation of external wall insulation as part of our render replacement programme and are fitting Solar PV panels with programmed roof renewals. Following on from the successful delivery of a pilot scheme in Pather to install single room heat recovery fans, we have installed these in our mainstream programme where appropriate. Currently 99.4% of our stock is EPC Band D or above, a small improvement on last year. We were awarded £2,242,200 in 2022/23 from the Social Housing Net Zero Heat Fund for works to upgrade non-traditionally constructed homes in Wishaw, Motherwell, Newmains, Newarthill and Airdrie. The project aims to combine ‘fabric first’ insulating measures with low-emission heating systems to help improve energy efficiency and tackle fuel poverty. Over 3,800 energy efficiency measures installed in 2022/23 External Wall Insulation - 450 Triple-Glazed Windows - 500 Energy-efficient Heating - 2,400 Solar Panels - 530 £30m planned investment in 2023/24 These work by extracting and using heat from stale air to warm fresh air coming into the home, saving energy. £20m energy improvements8 delivered since 2013, with 1,300 private homes improved 8 Through the Scottish Government’s Energy Efficient Scotland: Area Based Scheme We began a £1.8m investment programme this year to improve 28 blocks of flats in Kilsyth. The programme, which makes use of £780,000 of funding from the Scottish Government’s Energy Efficient Scotland: Area Based Scheme, will include the installation of external wall insulation which Page 63 of 178
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21 Local Housing Strategy Annual Progress Report 2023 will not only increase the energy efficiency of the properties but also contribute towards meeting national net zero targets. We continue to encourage energy improvements in the private sector through our landlord registration process. An EPC for all properties is part of the set of prescribed information that is required when submitting a new landlord registration or a re- registration. We are working with the Wise Group to deliver the North Lanarkshire Energy Advice and Assistance Service through our HEAT (Home Energy Advice Team) mentors. The service helps households experiencing an energy crisis by providing independent, tailored advice and advocacy services to ensure no one has to choose between heating their home and eating. By working with households to optimise their relationship with fuel consumption and efficiency, we aim to reduce fuel poverty and help more people live comfortably in a warm home. Our housing staff have received training from Home Energy Scotland (HES) on using the HES Referral Portal. The Portal allows partner organisations to make referrals directly to Home Energy Scotland who can then provide households with expert advice on how to save energy, access Government-funded energy schemes and reduce fuel bills. This has been supplemented by training on the Electrification of Heat9, also provided by HES, enabling our staff to better support those affected by energy related issues. 9 Covering net zero, fuel poverty, heat pumps, storage heating and tariffs. Page 64 of 178
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22 Local Housing Strategy Annual Progress Report 2023 House condition PRIORITY 6: OUR HOMES WILL BE FIT FOR THE FUTURE 97.3% of reactive repairs completed “right first time” Emergency repairs completed within 3.31 hours on average We have invested more than £34m to improve the quality of our homes over the past year, including £19.1m on roof and render, £5.3m on heating upgrades, £7.8m on replacing kitchens and bathrooms, £1.4m on smoke alarms and CCTV, and £1.1m on renewables such as air source heat pumps and solar PV panels. Despite a variety of ongoing challenges, including labour/ material shortages and cost increases, we still plan to invest over £60m in the coming year. Our investment decisions are mindful of the current cost-of-living crisis and impact of rising energy prices. To combat this, we are installing heating systems which modulate heating usage when not required, helping tenants save money on heating bills. We are also continuing our programme of installing solar PV panels to enable households to use electricity produced by the panels for free, paying for any additional electricity when required. If households generate more electricity than they need, it can be sold back to the National Grid. We also plan to increase our loft and cavity wall insultation programmes to improve the energy efficiency of tenants’ homes. Other work being carried out this year includes: • roof and render upgrades • external wall insulation • windows, kitchens and bathrooms • lift replacements • lead water pipe replacements • electrical rewiring of houses and common areas of low-rise blocks of flats We continue to invest in our tower blocks to ensure they are safe, secure and attractive places to live. Our structural survey programme, which began in 2016 and is now complete, has informed a wide- ranging programme of works to improve fire safety in our towers. The programme which includes installation of emergency lighting, fire-doors and improved compartmentation/fire-stopping is now complete. The programme to install sprinkler systems within individual properties is also progressing well. New sprinkler systems have been installed in 8 tower 573 new kitchens 666 new bathrooms 1,420 new heating systems 709 roof and render improvements 1,717 homes with smoke alarms & security installed 0 failures to meet gas safety regulations Page 65 of 178
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23 Local Housing Strategy Annual Progress Report 2023 blocks with 3 in the last year in Motherwell at Burnside, Lodge and Doonside. We are currently progressing with Phase 2 of the sprinkler installation programme at Glassford, Woodside, Glen, Coltswood and Redbridge towers, despite issues of tenant non-access, and material and labour shortages. We have completed the refurbishment of Blairgrove, Merryston, Glen and Millbrae Towers in Coatbridge and planning is underway for the external upgrading of Whifflet and Calder Court in Coatbridge to help increase thermal efficiency for residents in the towers. The average time to re-let homes increased by 0.5 days to 32.34 days during the year, mainly due to material shortages, and issues with recruitment and workforce retention being experienced by our contractors. However we performed well when compared to the Scottish average of 55.61 days, which over the same time period has increased by 4 days. Our housing and repairs teams are working together and liaising closely with our contractors to continually improve these timescales with a view to bringing our performance back to pre-pandemic timescales. We continue to lead on the large-scale re- provisioning of privately owned flats at Millcroft Road, Cumbernauld with 19 voluntary acquisitions now complete, allowing residents to move to Sanctuary’s new development at Burns Road. A Compulsory Purchase Order (CPO) for the remaining properties has been submitted to the Scottish Government for determination and the hearing is expected to take place in Spring 2024. Planning for the replacement new build development is underway, ready to be progressed if the CPO is approved. Sanctuary’s new development at Burns Road, Cumbernauld. Page 66 of 178
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24 Local Housing Strategy Annual Progress Report 2023 Private sector housing PRIORITY 7: WE CONTRIBUTE TO IMPROVING THE QUALITY AND ACCESSIBILITY OF THE PRIVATE RENTED SECTOR Rise in Registered Landlords from 8,397 to 8,604 in 2022/23. Corresponding rise in number of PRS Approved properties up from 12,809 to 13,155. 6,132 landlords manage only 1 property. Most recent Private Landlord Forum held in May 2023. We have completed the task of reviewing and redesigning our Landlord Registration processes and procedures. This work has focussed on the management of engagement with landlords for expired registrations and renewals. We are also at an early stage of developing a formal audit process to ensure PRS properties meet the required legal standards. Our Private Sector Officers continue to carry out inspections in support of the Ukrainian Re-settlement Programme, although numbers have fallen, ensuring the properties of those applying to the Programme were of a suitable standard and fit to house those arriving from Ukraine. To improve our understanding of the PRS in North Lanarkshire, additional analysis was undertaken of private landlord registration information to obtain a broader picture of the private rented sector. We held our second landlord forum event in May 2023 with good engagement from landlords. The forum was supplemented with a newsletter and work is ongoing to ascertain interest from landlords in the PRS working group. From 1st October 2023, a new piece of legislation has been implemented requiring local authorities to set up and manage a licencing process for short-term lets such as B&Bs and guesthouses. The application process opened in February 2023 and the deadline for applications was 1st October 2023. By the end of September North Lanarkshire had received 141 short-term let applications. Page 67 of 178
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25 Local Housing Strategy Annual Progress Report 2023 Strategic Housing Outcome 1: We increase the supply of high-quality sustainable homes across tenures Action Baseline 2019/20 Milestone Target Lead Timescale Indicators Status Progress 2022/23 Indicator 2022/23 KEY ACTION 1.1 Deliver alternative tenure housing to meet a broad range of needs and deliver sustainable, inclusive and diverse communities 38 mid-market homes delivered to date Enable RSLs to deliver Mid Market Homes in large council developments to provide more mixed tenure, sustainable and diverse communities and support town visions and regeneration projects Deliver Mid Market Homes NS Ongoing Number of MMR homes in council developments Ongoing 88 MMR Homes delivered since 2010/11. 18 MMR homes completed by RSLs in 2022/23 Initial feasibility report Re-visit initial feasbility studies to determine viability of council delivery of MMR Re-freshed feasibility study BDS/NS 2023 Report Complete Financially unviable at this stage and likely to continue for forseeable future. - Establish a Housing Delivery Partnership to deliver MMR and other alternative tenure to ensure readiness should market conditions allow for council delivery of alternative tenure Establish HDP NS/BDS 2022 HDP established Ongoing Council delivery of MMR remains financially unviable at this stage and is likely to continue for the foreseeable future. Initial feasibility report Explore use of Affordable Housing Policy to deliver shared equity housing Complete options report BDS/NS 2022 Report Complete The Affordable Housing Policy Supplementary Guidance was reviewed and new guidance was published in January 2023 and includes the delivery of shared equity housing. Initial discussions held Explore Build to Rent feasibility Build to Rent explored NS/BDS Ongoing Report Ongoing Initial discussions held with developers but no further progress. - Carry out engagement and analysis with key workers and employers to identify further the future housing needs of key workers Engagement and Analysis complete BDS 2023 Engagement and Analysis Report Not yet started Research scoped, plans to undertake survey in coming months. - Develop a self-build register to be published on the council’s website Self-build register developed and published BDS/Pl 2022 Register Ongoing Work has commenced to develop a self-build register and accompanying guidance document. - Consider ways in which planning policy and use of public land can support delivery of self-build Methods considered BDS/Pl 2022 Report Ongoing Ongoing. KEY ACTION 1.2 Improve our strategic understanding of Covid-19 on housing need and aspirations - Undertake further analysis of housing needs and aspirations as further evidence and data emerges Analysis complete BDS Ongoing Analysis report Complete Research complete on impact of Covid-19 on housing needs and aspirations. Page 68 of 178
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26 Local Housing Strategy Annual Progress Report 2023 Strategic Housing Outcome 1: We increase the supply of high-quality sustainable homes across tenures Action Baseline 2019/20 Milestone Target Lead Timescale Indicators Status Progress 2022/23 Indicator 2022/23 KEY ACTION 1.3 Contribute to the strategic planning for housing in Glasgow and Clyde Valley HNDA2 Contribute to Housing Need and Demand Assessment 3 Completion of HNA3 BDS 2021/22 HNDA3 Ongoing HNDA3 submitted to the Centre for Housing Market Analysis. Recommendations received and HNDA3 is currently in the process of being updated HLR 2021 (under consultation) Land available for private sector Housing Supply Target (HST) 759 units per annum (based on HNDA2 to be updated to reflect HNDA3) Pl 2026 HLA Ongoing Based on NLLDP tables, pages 136-137, the Private HST is 840 units per annum (based on HNDA2 to be updated to reflect HNDA3). *From February 2023, the requirement is 735 units per annum (MATHLR). HLR 2021 (under consultation) Land available for social rented/below market rent sector HST 300 units per annum (based on HNDA2 to be updated to reflect HNDA3) Pl 2026 HLA Ongoing Based on NLLDP tables, pages 136-137, the Social Rent HST is 220 units per annum (based on HNDA2 to be updated to reflect HNDA3). *From February 2023, the requirement is 735 units per annum (MATHLR). HLR 2021 (under consultation) Land available for all tenure HST 1,059 units (based on HNDA2 to be updated to reflect HNDA3) Pl 2026 HLA Ongoing Based on NLLDP tables, pages 136-137, the all tenure HST is 1,060 units per annum (based on HNDA2 to be updated to reflect HNDA3). *From February 2023, the requirement is 735 units per annum (MATHLR). KEY ACTION 1.4 Maximise provision of affordable homes, to meet a range of housing needs SHIP 2021/22 – 2025/26 Review and update the Strategic Housing Investment Plan (SHIP) annually SHIP updated annually NS/BDS Annually SHIP Complete Produced annually. SHIP 2023/24- 2027/28 submitted to Scottish Government October 2023. 2024 council and RSL units delivered since 2010 Deliver Affordable Housing Supply Target identified in HNDA3 300 units per annum but subject to change following progression of HNDA3 NS 2026 Number of affordable homes Ongoing 3,489 council and RSL units delivered since 2010 (Sept 23). 539 units delivered in 2022/23 (NLC = 82; RSLs = 457). - Identify mismatch of supply and demand in social rented housing to inform investment priorities (linked to the council’s asset management plan) Analysis undertaken BDS 2026 Low demand analysis and additional reports Ongoing Pressure analysis undertaken annually which informs investment priorities. Analysis report for 2021/22 complete with 2022/23 pressure analysis just recently complete – report to follow. KEY ACTION 1.5 Evaluate the impact of the Affordable Housing Policy to further understand impact - Undertake evaluation of the Affordable Housing Policy Evaluation complete BDS/NS 2023 Evaluation report Complete Affordable Housing Policy reviewed and new AHP approved and published. Page 69 of 178
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27 Local Housing Strategy Annual Progress Report 2023 Strategic Housing Outcome 2: Our communities are vibrant, attractive and sustainable Action Baseline 2019/20 Milestone Target Lead Timescale Indicators Status Progress 2022/23 Indicator 2022/23 KEY ACTION 2.1 Help re-shape and populate our town centres Town visions developed and engagement ongoing Identify and deliver transformative town centre projects to provide new residential provision • Kildonan St, Coatbridge • Bank St, Airdrie • Motherwell Town Hall • Former Tesco Site, Wishaw • Broomknoll St, Airdrie • John Orrs Building, Southbridge St, Airdrie Complete projects NS 2026 Number of projects complete Ongoing Main St, Wishaw (Trust HA) completed in Jan 2023. Brandon St, Motherwell & Orrs Airdrie (NLC) under construction (as at Sept 2023). 1 site complete 2022/23 Engagement on town hubs commenced Develop town centre and community hubs to support the delivery of public services and provide flexible space Complete hubs GT 2026 Number of town centre hubs Ongoing Community Hub progress: Newmains/St Brigid's Community Hub, Wishaw opened Q1 2023. Chryston C Hub (Northern Corridor) and Riverbank C Hub (Coatbridge) will be complete Q3 2023. Orbiston C Hub (Bellshill), St Stephen's C Hub (Coatbridge), St Kevin's C Hub (Coatbridge) all in design stage. Gartcosh C Hub (Northern Corridor) in pre-design. Town Hub Progress: There is insufficient funding in current five year capital plan to progress a town hub. However, they are still planned to progress within the programme as and when funding becomes available. 3 sites in construction Page 70 of 178
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28 Local Housing Strategy Annual Progress Report 2023 Strategic Housing Outcome 2: Our communities are vibrant, attractive and sustainable Action Baseline 2019/20 Milestone Target Lead Timescale Indicators Status Progress 2022/23 Indicator 2022/23 KEY ACTION 2.2 Improve connectivity of our communities through investing in physical, social and digital infrastructure Progress made on Ravenscraig Access Road Deliver the City Deal Programme Projects complete GT 2026 Projects Ongoing FBC 1 WMCL crossing approved and bridge complete - April 2023/24. RIA N services contract on programme. RIA S FBC 2 - tender to be re-issued as series of packages to manage costs and de-risk main works contract. Also has the potenial benefit of supporting wider drainage scheme for Motherwell. WCML complete - Q1 (April) 2023/24 Connecting NL – a Blueprint Project Deliver new opportunities for active and sustainable travel New opportunities identified GT 2026 Active Travel Strategy Ongoing Newhouse to Salsburgh: substantially complete. South Biggar Rd/ Craigneuk Ave: complete. Petersburn Road/ Brownsburn Rd: design 100% complete. Meadowhead Road: tenders to be issued for construction. Alexander St: works commenced. 5 projects completed Implement fast, affordable digital connectivity for businesses and communities Improved digital connectivity BS 2026 Number of people digitally connected Ongoing 250km of ultra fast full fibre digital network cabling has been layed, with a further 90km still to be completed. Full fibre rollout expected by end of 2023. Fibre to the Premise and Cat5e ethernet cabling provided in council new build homes Continue to deliver digital connectivity within new build council homes All council new build homes delivered will have digital infrastructure NS Ongoing Number of new council homes with digital infrastructure On Track 88% of all council new builds since 2010/11 digitally enabled (Sept 2023) 82 council new build delivered with digital infrastructure in 2022/23. KEY ACTION 2.3 Improve economic opportunities and outcomes for all Economic Regeneration Plan approved Progress actions contained within North Lanarkshire’s Economic Regeneration Plan (2019-23) Actions complete NS/ GT/ BDS 2023 Annual review Ongoing Refreshed & updated ERDP 2023/28 published which builds on the work of the council and our partners over the last four years to promote inclusive growth, ensure community wellbeing and create a more prosperous place for our residents. KEY ACTION 2.4 Develop and deliver the Tower Re-provisioning Programme 3 tower blocks demolished (Cheviot, Merrick and Pentland Court) Deliver Phase One comprising 1,760 demolitions with sites cleared for future investment 1,760 demolitions HP/NS 2026 Number of demolitions On Track Demolition of Coursington, Allan and Draffen Towers (Motherwell), Shawhead flats (Coatbridge), Jackson (Coatbridge) and Gowkthrapple low rise blocks (Wishaw) in progress. New programme dates will be required for High Coats, Dunbeth and Birkshaw due to the Ukrainian Resettlement Scheme. 1,246 demolished/ handed over to contractor to date. Phase Two developed for implementation from 2025 Programme developed HP/NS 2024 Programme Ongoing Phase 2 demolition consultation complete and approved. Initial programme produced and circulated for input. Reprogramming may be required based on commentary provided. KEY ACTION 2.5 Invest in council multi- storey towers to ensure continued safety and security of tenants Programme underway Continue to review and implement where appropriate fire stopping and prevention measures and re-cladding in multi-storey towers Works complete HP 2026 Progress reports Ongoing 8 tower blocks have had sprinkler systems completed with a further 5 underway. Final snagging being completed at 4 towers in Coatbridge. 1 tower programmed for sprinklers in 2024/25. Whifflet/Calder design team appointed and design underway for overcladding replacement contract. Regular progress report tabled at relevant steering groups/ board. Page 71 of 178
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29 Local Housing Strategy Annual Progress Report 2023 Strategic Housing Outcome 2: Our communities are vibrant, attractive and sustainable Action Baseline 2019/20 Milestone Target Lead Timescale Indicators Status Progress 2022/23 Indicator 2022/23 KEY ACTION 2.6 Implement the Place- Standard Tool across a wider range of settings Place-Standard Tool in use Incorporate use of the Place-Standard Tool in tenant participation settings to identify areas of improvement and improve place Place-Standard Tool in use across tenant participation groups BDS 2023 Tenant Participation reports Ongoing Initial discussions held with view to implementing tool within Tenant Participation Team and interactions with tenants. Implement use of the Place-Standard Tool in existing and future housing consultation and involvement opportunities i.e. tenants conference, housing forums etc. Place-Standard Tool used across the range of housing consultation activities BDS 2024 Consultation reports Ongoing To be implemented in 2024/25 KEY ACTION 2.7 Incorporate the twenty- minute neighbourhood into community development Further implement high-quality 20 minute neighbourhoods in North Lanarkshire focussed on provison of physical, digital and social infrastructure and mapping and review of provision High-quality 20 minute neighbourhoods implemented BDS 2026 Report Ongoing We intend identifying areas where Local Living could potentially be achieved and in response to National Planning Framework 4 Policy 15. Areas with good access to physical, digital and social infrastructure, continues to be progressed through the work of several partnerships and includes Town Centre Visions, Active Travel Strategy, creation of Town and Community Hubs as well as the New Supply Programme to increase supply whilst addressing important issues such as prevention of homelessness, mixed tenure repairs to improve housing condition, as well as tackling the blight of empty homes in communities. KEY ACTION 2.8 Increase the number of empty homes brought back into use 197 empty homes purchased since scheme established Continue to deliver the Empty Homes Purchase Scheme 30 per annum NS 2026 Number of empty homes purchased On Track 358 empty homes purchased since scheme established (as at Sept 2023). 47 empty homes purchased in 2022/23. 116 empty homes brought back into use via the empty homes officer since 2018-19 Continue to work with owners and partners to bring empty homes back into use 35 per annum PS Ongoing Number of empty homes brought back into use On Track 244 private sector empty homes brought back into use since 2018. 35 private sector empty homes back in use 2022/23. KEY ACTION 2.9 Tackle low demand within council stock Low Demand Analysis complete 2019/20 Update Low Demand Analysis and action plan annually Complete analysis BDS Ongoing Low demand report Ongoing Incorporate as part of the pressure analysis. Identify options to address low demand stock Options identified BDS Ongoing Options appraisal Ongoing Phase 2 re-provisioning approved at committee. Page 72 of 178
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30 Local Housing Strategy Annual Progress Report 2023 Strategic Housing Outcome 3: We prevent and resolve homelessness effectively Action Baseline 2019/20 Milestone Target Lead Timescale Indicators Status Progress 2022/23 Indicator 2022/23 KEY ACTION 3.1 Implement the RRTP Homes First model developed Develop and implement Homes First service Homes First Service implemented BDS HS/ H&SC/ 2025 Number of people accessing Homes First service On Track Homes First upscaled now supporting 54 individuals - 46 within SST's. 54 individuals receving support in 2022/23, with 37 sustaining tenancies for over 1 year. Forever Homes project established Carry out evaluation of ‘Forever Homes’ project Evaluation complete HS/BDS 2023 Evaluation report Complete Project Complete Protocols in place Review shared protocols for young care experienced people and domestic abuse Protocols reviewed HS/ BDS/ H&SC 2022 Revised Protocols Complete CEYP protocol reviewed and revised in partnership with Health and Social Care. Domestic Abuse Protocol updated and new Housing Domestic Abuse Policy developed and implemented. 5 homeless young care leavers Number of homeless young care experienced people On Track 4 YP homeless straight from a care setting in 2022/23. Continue to monitor 29% of homeless presentations disputes within household (14.8% non-violent and 14.2% violent) Number of people homeless due to domestic abuse Ongoing 16.2% in 2022/23 Continue to monitor - Number of people housing services refer/signpost for domestic abuse support Ongoing 341 people approached housing over the 2022/23 period for support/ advice/ assistance who were survivors of domestic abuse (includes PAS and homelessness approaches). 105 homeless people discharged from prison Implement SHORE standards SHORE standards implemented BDS/ HS/ H&SC 2023 Number of homeless people discharge from prison On Track 65 in 2022/233 Continue to monitor Joint protocol and procedure Complete Process developed between PP Team and Operational Housing to support needs of SHORE. No request made to develop protocol as we are working within Shore Standards. - Explore viability of specific services to support women with poor mental health and addictions Services explored BDS/ H&SC 2024 Options report Ongoing We continue to deliver the Family Plus Project in partnership with Barnardo’s Scotland, funded by North Lanarkshire’s Alcohol and Drugs Partnership (NLADP), which provides housing support to families and young people affected by domestic abuse, addictions and other trauma. 18 referrals made to the Family Plus service so far this year. Page 73 of 178
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31 Local Housing Strategy Annual Progress Report 2023 Strategic Housing Outcome 3: We prevent and resolve homelessness effectively Action Baseline 2019/20 Milestone Target Lead Timescale Indicators Status Progress 2022/23 Indicator 2022/23 KEY ACTION 3.1 Implement the RRTP Discussions underway with RSL partners Agree and monitor target lets for RSLs to homeless households Targets agreed and monitoring system in place BDS/ HS/ RSLs 2022 Number of RSL homeless household lets On Track Two further meetings have been held and % lets to homeless people is discussed regularly. RSLs are also working to prevent homlessness by letting homes to people with insecure housing points who are not yet on the statutory homeless list. Work is underway to consider how this can be quantified and reported. Continue to monitor RRTP developed and being implemented Prevent homelessness from occurring and where it does occur resolve effectively Homelessness prevented, reduced and resolved HS/BDS Ongoing RRTP progress reports On Track Continued focus on flipped tenancies - 2023/24 YTD 27. 59 temp flipped to SST 2,127 homeless applications Number of homeless applications On Track 1,917 homeless applications (13% increase) 192 assessed as ‘not’ homeless Number of people assessed as ‘not homeless’ On Track 41 not homeless in 2022/23 and a fall from 56* the previous year (*revised figure provided by SG in 2022/23 reports for prev year) 197 assessed as ‘intentionally homeless’ Number of people assessed as ‘intentionally homeless’ On Track 36 and is a further fall from prev year despite a 13% increase in HL apps 120 repeat homeless applications Number of repeat homeless applications On Track 68 repeat apps recorded in 2022/23 and is a rise on prev year KEY ACTION 3.2 Review housing options and prevention activity S11 procedure in place Review S11 process and procedures S11 process and procedures reviewed BDS 2023 Number of S11 notifications Complete Increase in S11 notifications recevied in 2022/23. Was expected due to lifting of embargo on eviction action in Sept 2022 prior to Cost of Living (Tenant Protection) (Scotland) Act 2022 being enacted. 348 in 2022/23 Development of Housing Options Toolkit underway Deliver the Housing Options Training Toolkit Housing Options Training Toolkit operational BDS 2022 Housing Options Training Toolkit On Track The management and future development of the Housing Options Training Toolkit has now been transferred to the Scottish Housing Network. A Learning and Development Officer has been appointed to manage future updates and amendments. The Steering Group will be refreshed and a formal launch date for the fully developed suite of modules is currently underway. Number of PAS interviews leading to homeless applications – 65.4% Embed new approaches and good practice for prevention activity Improved practice BDS/ HS 2024 Case Audits Ongoing On track to further increase and improve use of PAS from 2023/2024 figures to date. Sustainability Project commencing Oct 2023 will include further focus on improving use of PAS. Page 74 of 178
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32 Local Housing Strategy Annual Progress Report 2023 Strategic Housing Outcome 3: We prevent and resolve homelessness effectively Action Baseline 2019/20 Milestone Target Lead Timescale Indicators Status Progress 2022/23 Indicator 2022/23 KEY ACTION 3.3 Improve housing support and accommodation services meet the needs of homeless households Housing support services commissioned Re-design of housing support services to meet needs and align with RRTP Re-design and re-tender housing support services BDS 2024 Options appraisal and Tender On Track Options paper and appraisal currently in development. 83.9% of new tenancies sustained for more than a year by source of let (homelessness) % of new tenancies sustained for more than a year by source of let (homelessness) Ongoing 2022/23 outurn was 88.33% of homeless tenancies sustained for more than a year. Continue to monitor 87.3% of new tenancies sustained for more than a year by source of let (all waiting lists combined) % of new tenancies sustained for more than a year by source of let (all waiting lists combined) Ongoing 2022/23 outtrun was 90.99% of all tenancies sustained for more than a year. Continue to monitor Review commenced Carry out temporary accommodation review Review complete BDS 2023 Temporary accommodation strategy Ongoing Temporary Accommodation Strategy underway with completion estimated for January 2024. KEY ACTION 3.4 Collaborate with the Alcohol and Drug Partnership and RRTP partners to deliver services to people affected by substance misuse Some staff trained in trauma informed approaches Roll out workforce development programme for trauma informed approaches Trauma informed approach embedded in practice BDS 2025 Guidance, processes and procedures Ongoing Training Needs Analysis being piloted with housing staff to identify which level of trauma informed practice is appropriate. Training for trainers scheduled for early 2024 to develop pool of trauma trainers. Commenced 1st stage of TIP training plan for Housing Solutions roll out with TNAs for each housing role to take place which will determine appropriate level of training for staff. Number of staff trained in trauma informed approaches Ongoing Trauma informed steering group established and part of council's new Programme of Work. Housing identified as pilot service for TNA to identify trauma training required for specific roles to enable wider roll out across the council and partners. No new people on trauma training in 2022/23. Options appraisal Complete Crisis response service tendered and provider now in place. Overdose and crisis response operational from Nov 2023. Assertive outreach due to begin shortly. Page 75 of 178
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33 Local Housing Strategy Annual Progress Report 2023 Strategic Housing Outcome 4: There are a range of housing options and supports which promote independence, health and wellbeing Action Baseline 2019/20 Milestone Target Lead Timescale Indicators Status Progress 2022/23 Indicator 2022/23 KEY ACTION 4.1 Increase the supply of affordable wheelchair housing. 43 new build council wheelchair homes built Deliver wheelchair housing on all council new developments where feasible (where not feasible provision should be increased on other sites to achieve minimum target) 10% NS 2026 Number/percentage of council new build homes built to wheelchair liveable standard On Track 86 new build council wheelchair homes built to date (Sept 2023). 9 new build council wheelchair homes built in 2022/23 (11% of annual council new builds). 32 new build RSL wheelchair homes built Deliver wheelchair housing on all RSL new build developments where feasible (where not feasible provision should be increased on other sites to achieve minimum target) 5% RSLs 2026 Number/percentage of RSL new build homes built to wheelchair liveable standard On track 66 new build RSL wheelchair homes built to date (Sept 2023). 25 new build RSL wheelchair homes built in 2022/23 (5% of annual RSL new builds). Carry out review/ cost analysis of council new build amenity bungalows to determine scope for increasing standard to full wheelchair liveable standard Review complete NS 2022 Review report Complete Cost comparison complete, estimated £20-25k increase per unit. KEY ACTION 4.2 Increase the supply of wheelchair housing in the private sector - Engage and work with private developers to increase awareness of the need for wheelchair accessible and liveable housing and encourage development *target to be determined following engagement with developers BDS 2022 Private Developer Consultation Complete Complete Further engagement exercise with private developers has been completed. However setting a target is challenging in current market conditions. 2022 Target agreed Slightly behind Wheelchair Accessible Housing Survey for tenants and residents completed in 2023. Initial discussion with developers undertaken and further engagement survey to be conducted with developers in 2023. 2022 Mechanisms in place to monitor delivery Complete Mechanisms for monitoring via LHS progress reporting. KEY ACTION 4.3 Increase the supply of adaptable and accessible housing 640 council new build social rented (HfVN) homes (2019); 1,384 RSL social rented (HfVN) homes built (2019) Deliver housing for varying needs through the council and RSL new build programme 5,000 by 2035 NS/ RSLs 2026 Number/percentage of council and RSL homes built to ‘Housing for Varying Needs Standards’ On Track 1,144 council new build and 2,339 RSL new build meeting HfVN standards to date (Sept 2023). 533 homes built to HfVN standards in 2022/23 (NLC = 76; RSLs = 457). 6 off-the-shelf at Torrance Park, only achieved partial HfVN compliance. 3,463 adaptations completed in 2019/20 Provide equipment and adaptations across tenure Increase H&SC 2026 Number of adaptations and equipment provided Ongoing 3,353 adaptations complete across tenure. 3,353 adaptations complete across all tenures 209,837 pieces of equipment provided. Carry out analysis to identify future demand for equipment and adaptations in partnership with health and social care Analysis complete and needs identified BDS/ H&SC 2024 Analysis report Ongoing Analysis of wet floor shower installations complete in 2023 and further analysis underway of major adaptations in properties to agree a consistent approach with H&SC.Page 76 of 178
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34 Local Housing Strategy Annual Progress Report 2023 Strategic Housing Outcome 4: There are a range of housing options and supports which promote independence, health and wellbeing Action Baseline 2019/20 Milestone Target Lead Timescale Indicators Status Progress 2022/23 Indicator 2022/23 KEY ACTION 4.4 Increase the supply of older people’s housing 2,501 older people homes (NLC and RSL) Deliver amenity housing in council new build developments Increase NS 2026 Number of new council amenity homes built On Track Continuing to deliver homes suitable for older people on NLC new build developments, where need is demonstrated 32 new council homes suitable for older people (amenity & WC) built in 2022/23. 2,501 older people homes (NLC and RSL) Deliver amenity housing in RSL new build developments Increase NS 2026 Number of new RSL amenity homes built On Track Discussion ongoing with New Supply Team around potential opportunities to identify and collate RSL amenity housing as this information is not collected. Initial feasibility exercise underway Explore feasibility of delivering shared equity for older people linked to the Affordable Housing Policy Feasibility exercise complete and recommendations made BDS/ NS 2022 Feasibility and recommendations report Complete The Affordable Housing Policy Supplementary Guidance was reviewed and new guidance published in January 2023 and includes the delivery of Shared Equity Housing. KEY ACTION 4.5 Improve the suitability of existing housing to meet the needs of older people Tender approved Complete the re-modelling/ refurbishment of Dundyvan Gardens linked corridor retirement complex Remodelling complete HP 2022 Progress reports Complete Complete - final account being agreed. Initial options appraisal complete Carry out options appraisal for remaining linked corridor retirement complexes Options appraisal complete BDS/ HP 2024 Options appraisal report Ongoing Older people’s pressure analysis complete which will inform the next stage of options appraisal. - Develop investment strategy for linked corridor retirement complexes to improve long-term sustainability Investment strategy complete BDS/ HP 2025 Investment strategy Ongoing Not yet started - Identify new fire safety and prevention measures for implementation in retirement housing linked to the new Fire Safety Guidance for Specialist Housing Fire prevention and safety measures identified and implemented HP 2026 Fire Safety Recommendation Report and Implementation Progress Updates Ongoing Procurement of contractor complete and prioritised programme in development. - Implement downsizing incentives and support to help older people down-size to more suitable housing Allocation policy revised and downsizing incentive scheme implemented HS 2022 Number of older people assisted to down-size Complete Between 11th April 2022 – 30th June 2023, 26 applicants who qualified for the Incentive to Downsize Scheme moved to a smaller more suitable sized home and received the Incentive payment. 26 - Carry out evaluation of impact of re-classification of sheltered housing in meeting needs Evaluation complete BDS 2024 Evaluation report Ongoing Tenant scrutiny considering retirement housing currently as an area of focus. Survey to be issued to tenants early in 2024. - Carry out review of RSL housing support for sheltered housing and very sheltered housing Review complete H&SC 2024 Review report Ongoing Health and Social Care exploring options. Page 77 of 178
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35 Local Housing Strategy Annual Progress Report 2023 Strategic Housing Outcome 4: There are a range of housing options and supports which promote independence, health and wellbeing Action Baseline 2019/20 Milestone Target Lead Timescale Indicators Status Progress 2022/23 Indicator 2022/23 KEY ACTION 4.6 Improve access to specialist housing Development of housing options training toolkit underway Incorporate specific housing options information in relation to specialist provision within the housing options training toolkit Housing Options Training toolkit complete and rolled out to staff BDS 2023 Toolkit modular progress updates Ongoing The management and future development of the Housing Options Training Toolkit has now been transferred to the Scottish Housing Network. A Learning and Development Officer has been appointed to manage future updates and amendments. The Steering Group will be refreshed and a formal launch date for the fully developed suite of modules is currently under consideration. ‘Making Life Easier’ developed with some housing information incorporated Incorporate further housing information in ‘Making Life Easier’ ‘Making Life Easier’ updated BDS 2024 Number of people accessing ‘Making Life Easier’ Ongoing Housing requested redesign of information however project was paused due to Covid-19. MLE team keen to re-engage with Housing to restart project and to review and update information for conversion from assessment to guided filtering which is a much simpler and intuitive system design. 11,566 visitors to MLE, a 43% increase on the previous year. 87.7% were new visitors and 1,023 people completed a self-assessment and a further 465 people completed a LifeCurve™ assessment. - Increase awareness amongst housing staff of the wider opportunities in MLE for health and wellbeing to encourage wider ‘good conversations’ at service contact points by housing staff around health and wellbeing Awareness increased BDS 2024 Number of people accessing ‘Making Life Easier’ Complete Adapting for Change e-learning module created which includes information on MLE and housing staff encouraged to complete. Pilot of ‘Adapting for Change’ training carried out Progress ‘Adapting for Change’ bespoke North Lanarkshire e-learning module and group training to increase awareness of prevention and early intervention E-learning module developed and rolled out to staff BDS/ H&SC 2024 Number of staff completing training Complete 34 employees have completed e-learning 'adapting for change' module. KEY ACTION 4.7 Improve the use of technology to help enable independence, inclusion and promote better outcomes Working group established to progress pilot Complete SMART Homes pilot in Kerr Grieve Court to identify potential technology options for older people’s housing Pilot complete BDS 2025 Smart Home Pilot report No longer applicable Further considerations were given to the potential ethical issues involved in the provision of standard packages of technology in older people’s housing, in line with the council’s approach to technology provision, which renders this action no longer applicable at this stage. However, iPads/ Chrome books were secured for the residents at Kerr Grieve via Connecting Scotland. Initial scoping exercise carried out Develop interactive SMART Home standard for council new build homes to ensure digital infrastructure supports telecare, telehealth and digital connectivity requirements for the future Standard developed NS 2026 New build technology report Ongoing Cat 5e cabling installed as standard in all council new build homes which supports a range of technology and telecare to support independence, health and wellbeing. Work ongoing to identify and test technology options as advancements in technology progess. Page 78 of 178
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36 Local Housing Strategy Annual Progress Report 2023 Strategic Housing Outcome 4: There are a range of housing options and supports which promote independence, health and wellbeing Action Baseline 2019/20 Milestone Target Lead Timescale Indicators Status Progress 2022/23 Indicator 2022/23 KEY ACTION 4.7 Improve the use of technology to help enable independence, inclusion and promote better outcomes Digital NL underway Engage in the Digital NL developments and Digital Health and Care Strategy Completion of Digital NL BDS 2026 Digital NL Strategy Ongoing Online reporting for Anti-Social Behaviour, Rents Online, Installation of environmental sensors. Replacement for HSMS including Housing Asset Management System. Online reporting of ASB went live June 2023. Rents online will be live November 2023. Work started on procurement of HSMS replacement. Discussions ongoing on the roll out of environmental sensors. ‘Tech flat’ developed Increase awareness and use of technology by promoting the ‘tech flat’ Increase tech flat viewings BDS/ H&SC 2026 Number of people visiting the ‘tech flat’ Ongoing Tech flat returned to operation in past year post covid within Allershaw Tower. A replacement new build tech flat has been identified with CVHA. 489 after lifting of Covid restrictions from the 90 in 2021/22. Working group established Transition from analogue to digital alarm services across older people’s housing Digital transition complete BDS/ HP 2026 Progress reports Complete All sheltered housing warden call upgrades will be complete by the end of the current financial year. This will bring the systems to a point where they can be switched over to the digital protocols which will be led by BDS. On site and progressing well - 32 week contract - on track for original completion. KEY ACTION 4.8 Enable swifter discharge from hospital and reduce delayed discharge Weekly meetings established Establish and maintain housing representation at weekly discharge meetings to prevent and resolve any housing related delayed discharges Maintain representation and identify solutions HS 2026 Number of delayed discharges Complete Action complete. Housing representation ongoing. Resource flats in place across 3 retirement complexes Replace resource flats within retirement complexes with mainstream accommodation to meet a broader range of hospital discharge related needs Replace flats with alternative mainstream accommodation BDS/ HS 2023 Resource flat replacements Ongoing Two new resource flats have been established in Airdrie and Bellshill and have been sourced from CVHA. Monitoring system in place with H&SC review required Monitor efficacy of resource flats in meeting needs Monitoring system in place BDS/ H&SC 2026 Number of people accessing resource flats Ongoing New resource flats recently identified and robust monitoring systems will be implemented to enable swift move on from hospital and prevent delayed discharge. Flats just recently identified - number of people accessing them will be reported in next progress report. Page 79 of 178
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37 Local Housing Strategy Annual Progress Report 2023 Strategic Housing Outcome 4: There are a range of housing options and supports which promote independence, health and wellbeing Action Baseline 2019/20 Milestone Target Lead Timescale Indicators Status Progress 2022/23 Indicator 2022/23 KEY ACTION 4.9 Improve our understanding of the housing and related support needs of ethnic minority groups and others who experience disadvantage and inequality - Implement collation of equality monitoring information across tenants' and residents’ groups and people involved in tenant participation processes Equality monitoring system in place and analysis undertaken BDS 2023 Monitoring report Ongoing EIA form and spreadsheet developed and to be impemented for equality monitoring information on tenants' and residents' groups. Prioritising re- engaging with groups before agreeing how to implement, will organise a food for thought session 2023/24. Ethnicity, Age and Disability currently gathered Revise the Common Housing Register Form to include collation of other protected characteristics information Common Housing Register Form revised BDS 2023 Common Housing Register Form Ongoing Online form is currently in development, changes will be requested to incorporate the requirements. Awaiting further development. Corporate Equalities Group established Participate in the council’s Corporate Equalities Group Continuous participation BDS 2026 Meetings held Ongoing Corporate Equalities Group re-established and Housing Strategy represent the wider Enterprise and Communities Service. Service action plan developed for equalities. Housing Co- production Group established since 2010 Continue the Housing Co-production Group and explore expansion of the group to incorporate more members from under- represented groups Continue and expand the Housing Co- production group BDS 2026 Housing Co- production Group meetings Ongoing The new Tenant Participation Strategy (to be developed in 2024) will incorporate actions for mainstreaming involvement from under-represented groups. LGBT module developed Ensure housing staff complete LGBT training module to improve awareness of barriers and improve housing information, advice and support All housing staff complete training BDS 2024 Number of staff completing training Ongoing No completions for 2022/23. Training not available at current time Pilots underway across 3 local authority areas Explore negotiated stopping for Gypsy Travellers Negotiated stopping procedure explored and implemented if feasible BDS 2025 Negotiated Pilot report Ongoing Explored. Scottish Government currently carrying out an evaluation/ pilot. Awaiting recommendations from this to consider in a NL context. Action plan developed Progress the actions contained within the Gypsy Traveller Action Plan to improve outcomes for Gypsy Travellers in North Lanarkshire Completion of actions BDS 2026 Action plan progress reports Ongoing Ongoing – actions progressed through services and wider partners as outlined in the Action Plan. Violence Against Women Group established Work with the Violence Against Women Group to develop a Violence Against Women Strategy Strategy complete BDS 2024 Meetings held and progress reports Complete Strategy developed and published. ‘Safe and Together’ training currently provided to H&SC staff Roll out ‘Safe and Together’ training for housing staff Staff trained BDS 2024 Number of staff trained Ongoing 112 housing staff trained in safe and together training. Page 80 of 178
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38 Local Housing Strategy Annual Progress Report 2023 Strategic Housing Outcome 4: There are a range of housing options and supports which promote independence, health and wellbeing Action Baseline 2019/20 Milestone Target Lead Timescale Indicators Status Progress 2022/23 Indicator 2022/23 KEY ACTION 4.9 (CONT.) Improve our understanding of the housing and related support needs of ethnic minority groups and others who experience disadvantage and inequality DAART e-learning now available on the council’s e-learning platform Roll out Domestic Abuse Awareness Raising Training (online – DAART) to all housing staff Staff trained BDS 2023 Number of staff trained Ongoing 17 employees completed in 2022/23. Pathway plan developed Review Care Pathways for Care Experienced Young People and for young people with complex needs transitioning from care Pathway reviewed BDS/ H&SC 2024 Review report Partially complete CEYP Housing protocol reviewed and implemented, supplemented with Youth Housing Champions and CEYP Housing Operations Group. Page 81 of 178
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39 Local Housing Strategy Annual Progress Report 2023 Strategic Housing Outcome 5: We will tackle climate change and fuel poverty Action Baseline 2019/20 Milestone Target Lead Timescale Indicators Status Progress 2022/23 Indicator 2022/23 KEY ACTION 5.1 We begin a just transition towards a Net Zero North Lanarkshire Pilots in progress Adopt ‘as standard’ non-gas heating approaches for new council homes Adopt new approach NS 2024/25 Approach and process developed Ongoing 17 of 19 pilot low carbon homes now complete (Sept 2023). NLC to monitor usage by tenants and efficiency of ASHP system. Results will inform future approaches. 11 pilot homes using ASHP complete in 2022/23. Pilot project for GSHP commenced on site at Brandon St. / YMCA, Motherwell (48 units) 3.8 (tCO2/year) Average CO2 emissions per home Separate specifications and processes exist Integrate approach to procuring and maintaining renewable energy installations Adopt joint technical specifications for use of Air Source Heat Pumps HP/NS 2021/22 Technical specifications Ongoing Liaison with relevant services (Housing Property, Assets) on specification requirements and maintenance procedures continue as new technologies emerge. Establish process for agreeing new technical solutions for alternative heating systems HP/NS 2021/22 Process for technical solutions - Develop understanding of whole life costs and issues associated with the transition to low and zero carbon heat on the council and its tenants Evaluate impact of Alternative Heating pilots HP/NS 2023/24 Evaluation report Ongoing 17 of 19 pilot low carbon homes now complete (Sept 2023). NLC to monitor maintenance requirements of new low carbon technologies. 11 pilot homes using ASHP complete in 2022/23. Pilot project for GSHP commenced on site at Brandon St. / YMCA, Motherwell (48 units) - Investigate opportunities for district heat zones Improved understanding to inform strategic approach in LHEES CE 2022/23 Options report Complete The development of North Lanarkshire’s Local Heat and Energy Efficiency Strategy (LHEES) has been published and identifies heat network opportunities across North Lanarkshire. Feasibility Study underway We will work with our GCR partners to carry out a feasibility study to outline a clear route map to successfully deliver the large scale retrofit programme Route map BDS/ HP 2024 Route map Ongoing Feasibility study complete. No further progress. - To address skills gaps and meet the demands of the City Region new homes and green energy retrofit programmes we will develop an integrated skills employment programme for housing build and repair programmes in the GCR Skills development programme developed BDS/ NS 2024 Integrated skills employment programme Ongoing GCR housing portfolio group continue to explore collaborative opportunities for funding to overcome challenges. Have met with Skills Development Scotland to consider skills gaps and continuing to engage in dialogue with Scottish Govt on retrofit supplies, etc. Page 82 of 178
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40 Local Housing Strategy Annual Progress Report 2023 Strategic Housing Outcome 5: We will tackle climate change and fuel poverty Action Baseline 2019/20 Milestone Target Lead Timescale Indicators Status Progress 2022/23 Indicator 2022/23 KEY ACTION 5.2 We improve the energy performance of our housing stock 100% compliance All council new builds meet NLC New Build Sustainability Standard (which is currently for Silver Aspects 1&2) 100% compliance with standards subject to annual review NS Annual New build specifications On Track 100% compliance in 2022/23. 100% of new builds completed in 2022/23 meet standards (82 homes). - Develop ‘route map’ for EESSH2 compliance Route map developed HP 2021/22 Route map Ongoing Consultant report received. Considerable changes made to works being undertaken in tenants homes with a view to meeting targets. 82% of homes in PRS meet EPC D (home analytics data) Enforce private rented sector energy efficiency regulations and engage with private landlords to improve compliance Local Energy Efficiency in the PRS Strategy developed PSH 2021/22 PRS Strategy Ongoing New processes developed and operational. % of PRS homes meeting EPC D On Track Current application process ensures that all new and renewal applications have a suitable EPC for the property(s) within the landlord's portfolio. £14.5 million of EES:ABS funding invested in homes in North Lanarkshire and 1,000 owners assisted Manage Energy Efficient Scotland: Area Based Scheme (EES:ABS) in North Lanarkshire Dependent on annual allocation of funding - £2.78m allocated for 2021/22 HP Annual Number of households assisted Ongoing Uptake slow despite moving to area with houses as opposed to flats so no joint co-operation required. Owners contacted regarding reasons for non co-operation. New areas being selected to try to improve progress. Page 83 of 178
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41 Local Housing Strategy Annual Progress Report 2023 Strategic Housing Outcome 5: We will tackle climate change and fuel poverty Action Baseline 2019/20 Milestone Target Lead Timescale Indicators Status Progress 2022/23 Indicator 2022/23 KEY ACTION 5.3 We help households out of fuel poverty ASHP installed in 316 existing homes with further 40 new builds planned for ASHP/Solar PV/ Battery Storage – data monitoring agreed for future contracts Evaluate impact of low-carbon heating on tenants’ energy use and costs to ensure ‘just transition’ Evaluate Energy Use, Effectiveness and Tenant Satisfaction HP/NS 2024/25 Evaluation report Ongoing NLC to monitor usage by tenants. Results will inform future approaches. Mainstream capital team replacing older inefficient sytems. 23% Improve energy efficiency and fuel poverty advice Develop strategic partnership with Home Energy Scotland BDS 2021/22 % of households in fuel poverty Ongoing Electrification of Heating training provided by EST to 53 housing advisors, 6 development and 2 strategy staff in December 2022 and February 2023. Home Energy Scotland portal training to be undertaken in October & November 2023. Now implemented new HEAT Service advice on energy and support to tenants. 20% 9% % of households in extreme fuel poverty 7% £620 Median (adjusted) fuel poverty gap £520 Limited understanding based on national data sets Improve understanding of the extent, nature and location of fuel poverty to enable better identification of fuel poor households and target resources effectively Develop measures to better identify fuel poor households, enabling better targeting of resources BDS 2022/23 Fuel poverty measures Ongoing Continue to liaise with HES and Fuel Poverty Sub- Group. Page 84 of 178
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42 Local Housing Strategy Annual Progress Report 2023 Strategic Housing Outcome 6: Our homes will be fit for the future Action Baseline 2019/20 Milestone Target Lead Timescale Indicators Status Progress 2022/23 Indicator 2022/23 KEY ACTION 6.1 Ensure social rented housing continues to meet regulatory standards - Deliver priority actions set out in Housing Asset Management Plan Actions progressed BDS 2025/26 with annual review Housing Asset Management Plan Annual Review Ongoing HAMP Annual Review approved in August 2022 and ongoing monitoring of actions. Annual review complete and updated. - Develop route map to compliance for NLC housing stock Route map developed and implemented HP 2021/22 Route Map Complete Both EESSH report and updated Net Zero implication. 89% SHQS compliance SHQS compliance Ongoing 80.40% 90% EESSH compliance EESSH compliance Ongoing 81.70% 3.4% EESSH2 compliance EESSH2 compliance Ongoing 3.20% - Establish NLC/RSL asset management forum to share good practice and develop shared approach Forum established BDS 2022/23 Forum meeting on regular basis Complete First NLC and RSL Housing Asset Management Forum held in November 2023 and will be scheduled bi- annually in future. KEY ACTION 6.2 Improve stock condition in mixed tenure and other priority blocks and estates - Develop new owner engagement strategy for mixed tenure estates Strategy developed and implemented HP/PSH 2022 Engagement Strategy No longer applicable No longer applicable. Engagement underway Complete CPOs at Millcroft and enable transformation by Sanctuary (subject to committee approval) CPOs complete and demolition undertaken NS Ongoing Number of CPOs Ongoing CPO submitted on 29th March 2023. Three objections made and a Hearing has been scheduled for April 2024 and decision expected within 6 months. - Pilot new approach to identifying and responding to priorities, using landlord registration powers to improve house condition Pilot complete PSH 2021/23 Pilot report Complete Pilot complete. Early stages of audit process commenced and plan to roll out in 2024. - Explore development of a factoring support system to assist owner occupiers who fail to secure a factor Development of factoring support system explored PSH 2024 Factoring support system Not yet started Not yet started - Develop a new BTS statement BTS statement PSH 2026 BTS Statement Not yet started Process to record property info from inspection in place. Monitoring data returns. - Explore the use of ‘missing shares’ powers to assist owners to participate in works Missing shares powers explored PSH 2024 Missing shares powers report Not yet started Due to challenging financial climate, there is no funding available to operate missing shares. - Explore the feasibility of carrying out a house condition survey to gather better data in relation to scale and extent of disrepair in the private sector Feasibility exercise complete BDS/ PSH 2026 Feasibility Report Not yet started Audit inspections for repairing standard in progress. Audit inspections and data recording on-going. Page 85 of 178
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43 Local Housing Strategy Annual Progress Report 2023 Strategic Housing Outcome 6: Our homes will be fit for the future Action Baseline 2019/20 Milestone Target Lead Timescale Indicators Status Progress 2022/23 Indicator 2022/23 KEY ACTION 6.3 Ensure owners are engaged and informed about repair and maintenance issues New Scheme of Assistance being developed Develop new Scheme of Assistance Scheme of Assistance adopted PSH 2022/23 Scheme of Assistance Complete A new Scheme of Assistance was not required. Following additional funding for mixed tenure grants, Scheme was reviewed and published. 28% homes in urgent disrepair Number of homes in urgent disrepair Ongoing 29% 48% homes in critical disrepair Number of homes in critical disrepair Ongoing 52% 8% of homes in extensive disrepair Number of homes in extensive disrepair Ongoing 8% 67% of homes in any disrepair Number of homes in any disrepair Ongoing 72% Strategic Housing Outcome 7: We improve the quality and accessibility of the private rented sector Action Baseline 2019/20 Milestone Target Lead Timescale Indicators Status Progress 2022/23 Indicator 2022/23 KEY ACTION 7.1 Develop and deliver new PRS access scheme - PRS access scheme developed Scheme developed and approved BDS 2022 PRS scheme Ongoing In progress, feedback from landlords sought and considered within final design. Scheme on hold at present due to lack of interest from PSL. 41 (2020) Scheme implemented and enabling better access to the PRS 20 new tenancies each year BDS Ongoing from 2022 Number of homeless (or potentially homeless) households rehoused in the private rented sector Ongoing As above. 14 outcomed to PRS in 2022/23 (SG also amended prev year figure to 10 for 2021/22 - prev reported as 16). KEY ACTION 7.2 Improve private sector housing advice - Develop and deliver e-learning training module on the PRS and ensure completion by all housing staff that deliver housing options advice Training developed and staff trained BDS 2023 Number of staff trained Ongoing Online Private Sector Housing Options training module developed, which is mandatory for housing advisors. - Establish local PRS champions to encourage wider improved PRS advice amongst locality housing teams At least one ‘PRS champion’ in each local housing office BDS 2023 Number of PRS champions Not yet started Identification of PRS champions underway. - Develop improved information for locality housing teams on the PRS in North Lanarkshire and at a locality level as part of the housing options guide PRS information developed and updated regularly for locality housing teams BDS 2023 Localised information produced and updated on a regular basis Ongoing Locality information on the PRS included in the Private Sector Housing Options online training module. Page 86 of 178
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44 Local Housing Strategy Annual Progress Report 2023 Strategic Housing Outcome 7: We improve the quality and accessibility of the private rented sector Action Baseline 2019/20 Milestone Target Lead Timescale Indicators Status Progress 2022/23 Indicator 2022/23 KEY ACTION 7.3 Work with private landlords to improve management and quality standards in the PRS 14,832 Improve registration compliance through targeting unregistered landlords and landlords whose registration has expired to ensure they register Improved registration compliance PSH Ongoing Number of private landlords registered Complete A full review of the expired processes for NLC has been completed and new procedures have been implemented. - Strengthen partnerships with Police Scotland and Fire and Rescue to identify criminal activity and to take multi agency action through the locality community planning structures Improved processes for ensuring private landlords are ‘fit and proper’ PSH Ongoing Attendance at local community groups Complete Review of panel has been completed. - Work in partnership with Landlord Accreditation Scotland to deliver training for private landlords and letting agents in North Lanarkshire Training delivered PSH Ongoing Number trained Complete Have adopted a best practice/ value for money approach to delivering training and seminars via Landlord Accreditation Scotland on a case by case basis. - Review the current information provision for private landlords on the council website and develop enhanced and improved information which clearly outlines private landlords’ responsibilities and rights Information reviewed and improved PSH/ BDS 2023 - Ongoing Website information reviewed. On-going process for updates in place. - Re-establish the bi-annual private landlord forum Private landlord forum held biannually PSH/ BDS 2022 Number of private landlord forums and number of people attending Ongoing Private Landlord Forum held online in May 2023. 35 people attended forum. - Establish a process to regularly communicate with landlords through the landlord registration team on legislative or other policy changes of relevance Process established PSH 2022 Number of communications Ongoing Process now in place and deliverable. Development of a SMS message system to be delivered by Register. - Develop and issue a bi-annual private landlord e-newsletter Newsletter issued BDS/ PSH 2023 Number of newsletters issued Ongoing Newsletter published October 2023. - Strengthen our outreach and engagement with private landlords using online platforms Improved outreach and engagement PSH Ongoing Number of social media and other online communications issued Ongoing Newletter produced and circulated. - Carry out regular surveys of private landlords to understand challenges and potential solutions to improve management and quality standards in the PRS Surveys carried out BDS Ongoing Number of online surveys and survey reponses Ongoing Survey to be promoted via Private Landlord Forum and newsletter Re-survey not yet scheduled. Page 87 of 178
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45 Local Housing Strategy Annual Progress Report 2023 Strategic Housing Outcome 7: We improve the quality and accessibility of the private rented sector Action Baseline 2019/20 Milestone Target Lead Timescale Indicators Status Progress 2022/23 Indicator 2022/23 KEY ACTION 7.3 Work with private landlords to improve management and quality standards in the PRS - Improve our understanding and intelligence of the PRS to identify issues and target resources effectively e.g. identifying properties most in need of energy efficiency measures Improved intelligence on PRS BDS Ongoing Improved data on the PRS Ongoing PRS repairing standard audit began. Audit of random sample of applications has started. Retention of relevant info for properties still to be developed. - Scope potential gains from ‘direct interventions’ in substandard PRS properties, such as purchase and improvement in certain circumstances Scoping exercise complete BDS 2023 Scoping report Ongoing OMPS changed and rolled out. Advice on updated process provided where required. - Develop an engagement strategy for improving energy efficiency regulations in the PRS which will include a communications and involvement strategy and enforcement approach Engagement strategy developed BDS/ PSH 2022 Engagement strategy Not yet started Unable to progress at present. Awaiting the implementation of the Heat & Buildings Bill by the Scottish Government which will require owner occupied and private rented homes to meet a revised minimum energy efficiency standard. KEY ACTION 7.4 Improve access to the PRS - Work with private landlords to improve access to the PRS for people who are homeless and prevent PRS households from becoming homeless Improved outcomes for homeless households in the PRS BDS Ongoing Number of people homeless from PRS and number of homeless people rehoused in PRS Ongoing Work ongoing with landlords to improve access and prevent homelessness. However, there are significant challenges in preventing homelessness due to cost-of- living crisis which is pushing people into multiple debt and unable to afford their rent. 239 homeless applicants from PRS - proportional rise in HL apps. - Establish a private landlord working group to identify ways in which the PRS could better contribute to meeting housing needs in North Lanarkshire Private landlord working group established BDS/ H&SC 2023 Number of meetings Ongoing Request for reps issued as part of private landlord newsletter. 0 - Work with partner RSLs developing Private Lettings Services in North Lanarkshire to meet housing need better, exploring opportunities linked to RRTP RSL PSL service linked to RRTP BDS 2023 Number of homeless people rehoused in the private rented sector Ongoing Proposal paper developed to consider the delivery of PRS Access Scheme. However there are multiple demands on PRS stock including Ukrainian resettlement and asylum dispersal and we are unable to develop this at current time. 14 outcomed to PRS in 2022/23 (SG also amended prev year figure to 10 for 2021/22 - prev reported as 16). - Review the rent deposit guarantee scheme to increase uptake Rent deposit scheme reviewed BDS 2023 Number of people accessing the rent deposit scheme Ongoing RDGS information on NLC website being updated to launch new scheme with housing staff being briefed on processes. Staff briefings completed, no uptake for scheme as yet. KEY ACTION 7.5 Improve involvement of tenants in the PRS to improve our understanding of issues and help shape policy - Establish a PRS tenant panel as part of the tenant participation activities to identify issues, develop potential solutions and shape policy to improve the PRS Panel established BDS 2023 Number of meetings Ongoing No uptake so far. Section included in most recent newsletter. Page 88 of 178
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46 Local Housing Strategy Annual Progress Report 2023 Strategic Housing Outcome 7: We improve the quality and accessibility of the private rented sector Action Baseline 2019/20 Milestone Target Lead Timescale Indicators Status Progress 2022/23 Indicator 2022/23 KEY ACTION 7.6 Improve advice and information to PRS tenants - Review and improve the information available for PRS tenants by working with the PRS tenant panel to identify gaps and scope for improvement Information reviewed and improved BDS 2024 PRS tenant information Ongoing Not yet started - Develop a communications strategy which involves greater use of social media and online platforms to increase awareness of tenants rights, responsibilities and housing options Communications strategy developed BDS/ PSH 2024 Communication strategy Ongoing Not yet started KEY ACTION 7.7 Support Build to Rent and Mid- Market Rent to deliver high-quality homes in the PRS - Work with employers to gather information on the housing needs of key workers Information gathered BDS Ongoing Information on housing need Ongoing Research scoped, plans to undertake survey in coming months. - Engage with the Build to Rent sector Engagement with the Build to Rent sector BDS/ NS Ongoing Number of Build to Rent homes delivered Ongoing Discussions with developers ongoing. Engaging with developers through dedicated Forum and adhoc discussions. 0 - Deliver Mid-Market Rent Homes with RSL partners Deliver Mid-Market Rent homes BDS/ NS Ongoing Number of Mid- Market Rent homes delivered Ongoing 88 MMR delivered since 2010/11 (at Sept 23). KEY ACTION 7.8 Develop a longer- term strategic approach to improving the PRS - Develop and implement PRS strategy, following publication of the new national Rented Sector Strategy, to outline issues and solutions in a more detailed longer-term plan for North Lanarkshire PRS Strategy developed and implemented BDS/ PSH 2024 PRS Strategy Not yet started Not yet started - awaiting publication of the final Rented Sector Strategy. Page 89 of 178
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CC_2022_00321 Produced by NORTH LANARKSHIRE COUNCIL Enterprise and Communities Housing Strategy Team Business Development and Support Civic Centre Windmillhill Street Motherwell ML1 1AB e. localhousingstrategy@northlan.gov.uk NORTHLANARKSHIRE.GOV.UK Page 91 of 178
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref PH/FD Date 14/02/24 Transforming Places: New Supply Programme - Open Market Purchase Scheme From Pamela Humphries, Chief Officer (Place) E-mail dicksonf@northlan.gov.uk Telephone Fiona Dickson Development Officer 07581 034 779 1. Background 1.1 The purpose of this report is to present an update on the Open Market Purchase Scheme (OMPS), which incorporates the Empty Homes Purchase Scheme (EHPS). The primary objective of the Open Market Purchase Scheme is to contribute to the Council's New Supply programme, by increasing housing supply. Executive Summary The purpose of this report is to provide an update on the progress of the Open Market Purchase Scheme (OMPS). The OMPS enables acquisition of privately owned properties, with a particular focus on former public sector housing stock. By providing an overview of the scheme's progress, this report aims to highlight the impact and benefits gained from the scheme. Recommendations It is recommended that the Housing Committee: 1) Review the contents of the report and acknowledge the continued success of the Open Market Purchase Scheme in helping increase housing supply and improve stock condition. 2) Endorse a further update to be provided to the Housing Committee in 6 months. The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition statement (1) Ensure a housing mix that supports social inclusion and economic growth Programme of Work Transforming Places Item 5 Page 93 of 178
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1.2 In 2013, the Council implemented a scheme with the objective of acquiring empty homes. The primary aim was to address issues of disrepair and the negative impact on the surrounding areas caused by these long-term vacant properties. Since inception, the Empty Homes Purchase Scheme has brought 371 long term empty properties back into use. 1.3 In addition to the Empty Homes Purchase Scheme, the Enterprise and Housing Committee approved the development and implementation of an Open Market Purchase Scheme on 15th February 2018 and set a target of acquiring 100 properties per annum. Surpassing expectations, a total of 130 homes were purchased in 2018/19. Similarly, in the following year, the number exceeded expectations again, with a total of 143 properties purchased in 2019/20. Despite the challenges posed by the Covid pandemic, 106 properties were acquired in 2020/21. However, in 2021/22, the competitive housing market led to a lower figure of 75 properties purchased, falling short of the ambitious target of 130. For 2022/23, a more modest target of 50 properties was set, with 70 properties being purchased in total. 1.4 In November 2021, the Housing & Regeneration Committee approved the expansion of the OMPS which now allows the council to acquire homes that would enable common works to progress in priority blocks and allow the only remaining owner occupier to remain in their property as a council tenant. 1.5 In August 2022, the Housing & Regeneration Committee approved the further expansion of the OMPS to now consider buying homes from private landlords and allowing the private tenant to remain in the home as a council tenant to help prevent homelessness and increase the council’s housing stock. 2. Report 2.1 The Open Market Purchase Scheme has proved to be very popular with over 3063 enquiries/applications. Furthermore, staff actively engage with sellers and Estate Agents throughout all regions of North Lanarkshire. This proactive approach enables the council to strategically identify potential properties that align with the existing demand, facilitating their acquisition in a targeted manner. Additionally, this engagement also serves the purpose of supporting and facilitating the progress of common works in mixed tenure blocks. In 2023/24, 109 properties have been purchased with a further 23 at conveyancing stage (as at 12/1/24), against a target of 100 properties. The locations of the properties purchased are outlined below: 2022/23 2023/24 Area Number of Properties Area Number of Properties Airdrie 20 Airdrie 35 Bellshill 2 Bellshill 3 Coatbridge 11 Coatbridge 20 Cumbernauld 4 Cumbernauld 4 Kilsyth 3 Kilsyth 5 Moodiesburn 2 Moodiesburn 7 Motherwell 17 Motherwell 15 Shotts 2 Shotts 5 Viewpark 0 Viewpark 2 Wishaw 9 Wishaw 13 Total 70 Total 109 Page 94 of 178
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2.2 Apartment size by area: Apartment size by area - 2 Apartment - 1 bedroom 3 Apartment - 2 bedroom 4 Apartment - 3 bedroom 5 Apartment - 4 bedroom Airdrie 2022/23 2 11 5 2 2023/24 6 14 14 1 Bellshill 2022/23 0 1 1 0 2023/24 1 2 0 0 Coatbridge 2022/23 2 5 4 0 2023/24 3 10 7 0 Cumbernauld 2022/23 3 1 0 0 2023/24 0 2 2 0 Kilsyth 2022/23 0 2 1 0 2023/24 2 1 1 1 Moodiesburn 2022/23 0 2 0 0 2023/24 1 4 2 0 Motherwell 2022/23 1 11 5 0 2023/24 0 5 10 0 Shotts 2022/23 0 2 0 0 2023/24 0 4 1 0 Viewpark 2022/23 0 0 0 0 2023/24 0 2 0 0 Wishaw 2022/23 1 7 1 0 2023/24 2 8 3 0 2.3 Of the properties purchased in 2023/24, a total of 39 properties are classified as empty properties. Additionally, 34 properties have been purchased through the Open Market Purchase Scheme, which, in practice, has been consolidated into a unified scheme. All the purchased properties are former council or Development Corporation properties. Page 95 of 178
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2.4 The recent expansions of the Open Market Purchase Scheme have broadened the scope for acquiring properties across the market. Of the 109 properties purchased in 2023/24, 11 properties were obtained from owner occupiers within blocks of flats / cottage flats where the rest were already owned by the Council, allowing them to remain in the properties as Council tenants. An additional 1 property is currently in the Conveyancing stage. Furthermore, 25 properties have been purchased from Landlords, with their private tenants becoming council tenants, and 9 more Landlord owned properties are in the Conveyancing stage. It is worth noting that Landlords applications account for 30% of applications received in 2023/24, highlighting their interest in the expansion of the scheme. This is helping prevent homelessness by enabling tenants of private landlords who wish to sell their properties to remain in their homes as council tenants . The properties purchased in 2023/24 can be categorised according to the following routes: Route to Scheme Total Properties Empty Homes Purchase Scheme (EHPS) 39 Open Market Purchase Scheme (OMPS) 34 OMPS – Last owner in block 11 OMPS – Landlord 25 2.5 2023/24 has displayed a notable increase in the number of applicants for the programme compared to 2022/23. By the end of Quarter 3 in 2022/23, a total of 36 properties were purchased. In contrast, by the end of Quarter 3 in 2023/24, the number of properties acquired was 102. Due to overwhelming demand for the scheme, we have surpassed our target of 100 properties for 2023/2024 and are now prioritising last private properties in blocks of flats, where full council ownership will be gained, and re-provisioning properties. It is expected that 125-130 homes will be purchased this year, indicating a substantial growth in the programme's impact and outreach. 2.6 Within the first phase of the re-provisioning programme, 6 owners were identified for buyout. As of now, 5 owners have successfully sold their properties to the council, while discussions continue with the remaining owner. 2.7 Following the approval of phase 2 of the re-provisioning programme by the Housing Committee on 30th August 2023, initial contact has been made via letter to the 18 owners. 3. Measures of success 3.1 The acquisition of these properties helps the Council meet its Local Housing Strategy objectives to increase housing supply to meet identified need; help bring empty properties back into use, and help improve housing conditions, including energy efficiency. Page 96 of 178
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4. Supporting documentation No appendices Pamela Humphries Chief Officer (Place) 5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? A budget of £9.557m based on 75 properties has been allocated in 2023/24 to fund the purchase and repair of properties through the Empty Homes Purchase Scheme and the Open Market Purchase Scheme which includes an estimated contribution of £2.065m from the Scottish Government. As at 8th December 2023, £9,328,840 has been spent on acquisition and repair, and £5,309,005 has been committed. The average purchase price of the properties acquired in 2023/24 is £91,174 and average repairs cost is £18,038. Funding to acquire properties from owners in the towers/Phase 1/Phase 2 re- provisioning will be contained within the overall OMPS budget. Funding for the proposed extension of the Open Market Purchase Scheme will be met from the HRA as part of the budget provision for the New Supply Programme. Page 97 of 178
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5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☒ No ☐ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 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? Page 98 of 178
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5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 99 of 178
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref PH/JS/NH Date 14/02/24 Transforming Places: New Supply Programme – Future New Build Sites From Pamela Humphries, Chief Officer (Place) E-mail henryn@northlan.gov.uk Telephone Natalie Henry, Project Coordinator, 07583 058447 . Executive Summary The purpose of this report is to provide an update on the potential inclusion and removal of sites for the council’s new build programme, which aims to deliver 5,000 homes by 2035. To assist delivery of the programme, high-level appraisals are carried out on available sites and potential off the shelf developments with a view to determining suitability for inclusion in the programme, subject to more detailed investigation. Recommendations It is recommended that the Housing Committee: 1) Approves the inclusion of the proposed sites, as outlined in section 2.1, 2.2 and Appendix 2 of this report, within the new supply programme. 2) Approves the removal of sites as outlined in section 2.3 of this report from the new supply programme. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (1) Ensure a housing mix that supports social inclusion and economic growth Programme of Work Transforming Places Item 6 Page 101 of 178
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1. Background 1.1 In May 2018, the Committee approved proposals to increase the new supply programme to deliver 5,000 new homes by 2035. A variety of delivery methods are used to achieve this target which includes traditional new build, Off the Shelf (Affordable Housing Policy), Development Pathfinder and Open Market Purchase Scheme. To date, 1,263 new build homes have been completed, with a further 348 homes under construction (as at 19th December 2023). A total of 334 homes are expected to complete in 2023/24. A summary of progress within the new build programme is attached at Appendix 1. 2. Report 2.1 In order to deliver on the Transforming Places programme delivery plan, potential sites continue to be evaluated for inclusion within the programme. The sites outlined below have been identified and are recommended for inclusion, subject to the conclusion of feasibility studies, detailed ground investigations, service connections, title checks and relevant statutory consents. It is proposed that the following sites be considered for future development: • Approximately 25 houses on the site of the former Muirpark Care Home, Laburnum Road, Viewpark • Conversion of current office accommodation to create approximately 28 flats at the site of Coats House, Gartlea Road, Airdrie 2.2 It is proposed to progress ‘off the shelf’ purchases at the following location: • Up to 26 new three-bedroom terraced houses at Calder Gardens, Coatbridge from Barratt Homes Plc A report regarding the acquisition price for each site will be brought to Finance and Resources Committee. A site location plan is included within Appendix 2 to this report. 2.3 It is proposed that the following sites be removed from the programme for the reasons noted below: • Macarthur Avenue, Glenmavis (approximately 21 units) – Scottish Water have rejected proposals to allow a drainage connection into the combined infrastructure. All other drainage options either technically unfeasible or economically unviable. • Calderigg Place, Airdrie (approximately 42 units) – Unfavourable ground conditions due to mine workings and cost of remediation excessive (circa £2.5m) for a development of this scale. The overall cost per unit as a result is significantly above current benchmark levels. • Mabel Street, Motherwell (approximately 20 units) - Scottish Water have rejected proposals to allow a drainage connection into the combined infrastructure. All other drainage options either technically unfeasible or economically unviable. 2.5 Should the Scottish Water Surface Water Connections Policy change in the future, the above noted sites will be revisited and reconsidered for inclusion in the programme. Page 102 of 178
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3. Measures of success 3.1 The measure of success will be the effective delivery of the council’s new supply programme, which aims to deliver 5,000 homes by 2035. 3.2 The new supply programme will also contribute to the regeneration of town centres within North Lanarkshire, which remains a key priority within the Transforming Places Programme of Work. 4. Supporting documentation Appendix 1 Summary of New Build programme Appendix 2 Site Locations Pamela Humphries Chief Officer (Place) Page 103 of 178
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The new build programme includes measures that will help reduce inequalities of outcome through certain design features including: • Housing for Varying Needs to make homes as accessible as possible. • Secure by Design to make homes and the surrounding environment as safe and secure as possible. • Achieving the Scottish Government requirements for Greener Homes to • reduce the incidence of fuel Poverty. • Facilitating improved access to high-speed internet capabilities including installation of ‘fibre to the property’. If Yes, has an assessment been carried out and published on the council’s website? 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 cost of constructing or purchasing these homes will be contained within the overall budget for the new build programme within the Housing Revenue Account. There is a grant from the Scottish Government towards the cost of the new homes which is from a minimum of £83,584 per unit. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People 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? Page 104 of 178
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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? There are no direct Technology/Digital impacts directly arising from this report. The scope of the new homes includes Cat5e cabling to support home networking and Fibre to the Premises (FTTP) for digital connectivity as part of the ‘futureproofing’ of North Lanarkshire Council’s new housing stock. . Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Intrusive ground investigations will be undertaken as part of the due diligence associated with determining the suitability of sites for development. This is undertaken in liaison with North Lanarkshire Council’s Environmental Health (Pollution Control) to ensure that appropriate investigations are undertaken. The new homes are built to higher energy efficiency and sustainability standards, which helps to reduce future carbon emissions from the properties. This is done via a fabric first approach to development, while incorporating renewable technologies where appropriate. The Council’s New Supply Programme will ensure that the impact on the Council’s carbon footprint is mitigated. The specifications incorporated within the contract documentation will: deliver reduced energy need; encourage sustainable construction; promote health and wellbeing; reduce waste and resources through effective storage, collection and composting of waste and recyclable materials and include measures which will reduce CO2 emissions). For off the shelf purchases all such statutory consents would apply and other considerations are included in the negotiations including specification agreement between the Council and Developers prior to acquisition. Page 105 of 178
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5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Risk associated with the New Supply Programme is managed within the council’s project management and risk register process. By undertaking detailed Ground Investigation and other relevant site assessments, prior to proceeding with the development of any site, the council is mitigating the risk of unforeseen costs relating to ground conditions, although this risk cannot be eliminated entirely. In the case of off the shelf purchases these risks are borne by the developer. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☒ No ☐ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. The Council’s New Supply housing programme previously partnered with Veterans Housing Scotland to deliver housing for Armed Forces Veterans and the current SHIP supports new affordable housing project for Scottish Veterans' Garden City Association. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☒ No ☐ The Council’s Strategic Housing Investment Programme is linked to North Lanarkshire Council’s Local Housing Strategy 2021-2026 which identifies the need to support young people entry into housing where a Children’s Rights and Wellbeing Impact Assessment was undertaken in March 2021. Page 106 of 178
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Appendix 1 - New Build Sites Summary (as of 8th December 2023) Area Location Units Comments Completion Year Holytown Main St 10 Completed (Amenity) 2010/11 Holytown Spruce Way 10 Completed 2010/11 Motherwell Ravenscraig (David Wilson Homes) 18 Completed (off the shelf) 2010/11 (2010/11) 38 Airdrie Clarkston PS 19 Completed 2011/12 Millerston Coshneuk Rd 11 Completed (Amenity) 2011/12 Cumbernauld North Rd 29 Completed 2011/12 Wishaw Cambusnethan PS 20 Completed (Amenity) 2011/12 (2011/12) 79 Viewpark Laburnum Rd (Phase 1) 12 Completed 2012/13 (2012/13) 12 Viewpark Laburnum Rd (Phase 2) 28 Completed 2013/14 Moodiesburn Gartferry Road 50 Completed 2013/14 Cumbernauld Westfield Drive 30 Completed 2013/14 (2013/14) 108 Airdrie Former Albert PS 14 Completed 2014/15 Chryston Lanrig Rd 27 Completed (Amenity) 2014/15 Coatbridge Corsewall St 14 Completed 2014/15 (2014/15) 55 Bellshill Former Belvidere PS 20 Completed 2015/16 Kilsyth Fisher Ave 30 Completed 2015/16 Chryston Old Lindsaybeg Rd (Persimmon) 14 Completed (off the shelf) 2015/16 (2015/16) 64 Motherwell Glencairn Tower site 25 Completed 2016/17 (2016/17) 25 Viewpark Former Tannochside PS 16 Completed 2017/18 Wishaw Walkerburn Dr, Coltness 20 Completed 2017/18 Cumbernauld Cardowan Drive 30 Completed 2017/18 Cumbernauld Kildrum Nursery 16 Completed 2017/18 Chryston Station Rd (Persimmon) 30 Completed (off the shelf) 2017/18 Chapelhall Former St Aloysius PS (Phase 1) 24 Completed 2017/18 (2017/18) 136 Chapelhall Former St Aloysius PS (Phase 2) 6 Completed 2018/19 Cumbernauld Brown Road 20 Completed 2018/19 New Stevenston Former New Stevenston PS 15 Completed 2018/19 Chryston Greenlea Road 21 Completed 2018/19 Coatbridge Old School Court 20 Completed 2018/19 Airdrie Former Alexandra PS 14 Completed 2018/19 Harthill Former Harthill PS 20 Completed 2018/19 (2018/19) 116 Motherwell Cleekhimmin, Ravenscraig (Barratt) 10 Completed (off the shelf) 2019/20 Coatbridge Blair Road 40 Completed 2019/20 Motherwell Calder PS 30 Completed 2019/20 Gartcosh Johnston Rd / Inchnock Ave (Bellway) 16 Completed (off the shelf) 2019/20 Cumbernauld Cedar Road Nursery 14 Completed 2019/20 Chryston Main Street (Bellway) 18 Completed (off the shelf) 2019/20 Wishaw Meadowhead Rd, Ravenscraig (Keepmoat) 11 Completed (off the shelf) 2019/20 (2019/20) 139 Bellshill Caledonian Avenue (Phase 1 ) 19 Completed 2020/21 Wishaw Dimsdale Road (Phase 1) 6 Completed 2020/21 (2020/21) 25 Bellshill Caledonian Avenue (Phase 2) 8 Completed 2021/22 Wishaw Dimsdale Road (Further Phases) 55 Completed 2021/22 Coatbridge St James PS / Lismore Drive 58 Completed 2021/22 Wishaw Roberts Street (Belhaven House) 16 Completed 2021/22 (2021/22) 137 Wishaw Mossburn St, Waterloo 20 Completed 2022/23 Plains Plains PS 16 Completed 2022/23 Bellshill Community Road 29 Completed 2022/23 Airdrie Dykehead Road, Holehills (Phase 1) 11 Completed 2022/23 Motherwell Torrance Park (Phase 1) (Barratt) 6 Completed (off the shelf) 2022/23 (2022/23) 82 Chryston Chilterns Care Home, Lindsaybeg Road 21 Completed 2023/24 Airdrie Dykehead Road, Holehills (Further Phases) 86 Completed 2023/24 Stepps Gateside Farm (Barratt) 30 Completed (off the shelf) 2023/24 Motherwell Torrance Park (Phase 2) (Barratt) 4 Completed (off the shelf) 2023/24 Motherwell Ravenscliff Rd, Ravenscraig 24 Completed 2023/24 Moodiesburn Auchengeich, Gartferry Road (Bellway) 12 Completed (off the shelf) 2023/24 Wishaw Castlehill Road, Gowkthrapple (Phase 1-4) 18 Completed 2023/24 Airdrie Northburn Place (Phase 1) 9 Completed 2023/24 Shotts Springhill Road (Keepmoat) 12 Completed (off the shelf) 2023/24 Coatbridge Lorne Place (Phase 1) (Allanwater) 12 Completed (off the shelf) 2023/24 Coatbridge Berwick St 19 Completed 2023/24 (2023/24) 247 Sub total 1263 Completed Total 1263 Airdrie Dykehead Road, Holehills (Remaining Phases) 53 On Site Airdrie Northburn Place (Remaining Phases) 22 On Site Airdrie Former Orrs Building (Wilson) 20 On Site (off the shelf) Wishaw Castlehill Road, Gowkthrapple (Remaining Phases) 79 On Site Airdrie Glenacre Drive 16 On Site Airdrie Former Petersburn PS 40 On Site Motherwell Brandon Street 48 On Site Coatbridge Lorne Place (Phase 2) (Allanwater) 12 On Site (off the shelf) Cumbernauld Dowanfield Road (Zoom) 24 On Site (off the shelf) Gartcosh Johnston Rd - Phase 2 (Bellway) 12 On Site (off the shelf) Chryston Gartferry Road (Allanwater) 22 On Site (off the shelf) Sub total 348 On site Annual Completions C o m p l e t e d O n S i t e Page 107 of 178
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Coatbridge Columba High School 127 Planning app submitted Motherwell Mabel Street 20 Planning app approved Glenmavis McArthur Ave 21 Planning app approved Viewpark Laburnum Rd 26 Planning app approved Coatbridge Bank Street 6 Planning app approved Chapelhall Gibb Street 25 Planning app approved Wishaw Graham Street 13 Planning app approved Coatbridge Kildonan Street 49 Design development underway Cumbernauld Former Cumbernauld Village PS 8 Planning app approved Glenboig Former Police Station, Main Street 7 Planning app approved Wishaw King Street 5 Planning app approved Wishaw Stewarton Street & Kings House 18 Planning app submitted Motherwell Former Motherwell Town Hall 20 Planning app approved Airdrie Calderigg Place 42 Design development underway Millerston Coshneuk Road 16 Design development underway Wishaw Caledonian Road 15 Planning app submitted Coatbridge Mitchell Street 100 Design development underway Caldercruix Former St Mary's PS 25 Design development underway Bellshill Thorn Road 26 Design development underway Airdrie Airdriehill Street 65 Design development underway Motherwell Hope Street (Masonic Hall) 10 Design development underway Coatbridge Main Street 49 Design development underway Motherwell Dalzell Drive 24 Approved at Committee - Feb 2023 Newmains Former St Brigid's PS 35 Approved at Committee - Aug 2023 Coatbridge Former Pentland School (Tay Street) 16 Approved at Committee - Aug 2023 Coatbridge Former Portland HS (Kildonan Street) 16 Approved at Committee - Aug 2023 Sub total 784 Design development underway Coatbridge Shawhead 111 Re-provisioning site Coatbridge Dunbeth 170 Re-provisioning site Motherwell Coursington 60 Re-provisioning site Sub total 341 Re-provisioning sites Cumbernauld Community Growth Area - Phases 1-3 (Bellway) 75 Off the shelf Planning app submitted Coatbridge Former DWP Offices, South Circular Road (ML5 Limited) 39 Off the shelf Purchase approved at Committee Motherwell Prospecthill Road (O'Brien Properties Limited) 23 Off the shelf Purchase approved at Committee Shotts Springhill Road - (Keepmoat) 10 Off the shelf Purchase approved at Committee Sub total 147 Future off the shelf purchases from developers Total 2883 R e - p r o v i s i o n i n g O f f T h e S h e l f D e s i g n D e v e l o p m e n t Page 108 of 178
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Appendix 2 - General Outline of Proposed New Site Locations Former Muirpark Care Home, Laburnum Road, Viewpark - approximately 25 units Coats House, Airdrie - approximately 18 units Page 109 of 178
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Calder Gardens, Carnbroe – approximately 18 units Page 110 of 178
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref PH/JS Date 14/02/24 Transforming Places: New Supply Programme – Procurement Update From Pamela Humphries, Chief Officer (Place) E-mail stevensonjam@northlan.gov.uk Telephone James Stevenson, Housing Development Manager, 07583098631 Executive Summary The purpose of this report is to update the Committee on current procurement activity relating to the new build housing programme and seek approval to progress procurement arrangements as outlined in the report. Recommendations It is recommended that Committee approves the procurement of a: 1) “Direct Award” call off procedure in line with the SPA New Build Housing Construction H2 (Scotland) framework agreement to award a contract for the construction of new build housing at Coshneuk, Millerston to JR Construction (Scotland) Limited up to the value of £4.20M, including contingency allowance. 2) “Mini Competition” call off procedure in line with the SPA New Build Housing Construction H2 (Scotland) framework agreement to award a contract for the construction of new housing at Motherwell Old Town Hall, Motherwell up to the value of £5.90M, including contingency allowance. 3) “Direct Award” call off procedure in line with the SPA New Build Housing Construction H2 (Scotland) framework agreement to award a contract for the construction of new build housing at Dalzell Drive, Motherwell up to the value of £5.64M, including contingency allowance. 4) “Direct Award” call off procedure in line with the SPA New Build Housing Construction H2 (Scotland) framework agreement to award a contract for the construction of new build housing at Bank Street, Coatbridge up to the value of £3.76M, including contingency allowance. Item 7 Page 111 of 178
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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 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 SXL 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 is carried out for each project and is identified in each project “Contract Strategy”. 2. Report • Coshneuk, Millerston (16 units), at a value of £4.20M, 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. 2.2 The council have engaged a multi-disciplinary design team to develop cost effective proposals to refurbish & convert buildings of historic interest into housing. A mini competition is appropriate to this type of design led approach, therefore. the council will seek to procure the following project via the Scottish Procurement Alliance (SPA) New Build Housing Construction H2 (Scotland) framework: • Motherwell Old Town Hall, up to the value of £5.90M (20 units) including contingency allowance. Pre-tender cost checks have been carried out are in line with current market rates for conversion of historic buildings of this nature and complexity. The most economically advantageous tender will be checked and recommended for award. The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition statement (1) Ensure a housing mix that supports social inclusion and economic growth Programme of Work Transforming Places 2.1 The council has engaged with JR Construction (Scotland) Limited who are a contractor on the SPA New Build Housing Construction H2 (Scotland) framework agreement. Feasibility costs have been obtained for the project detailed below: Page 112 of 178
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• Dalzell Drive, Motherwell (24 units) at the value of £5.640M including contingency allowance. • Bank Street, Coatbridge (16 units, 6 flats + 10 supported accommodation places) up to the value of £3.760M, including contingency allowance. The estimated costs are provided as an indicative budget and, subject to engaging with contractors on the framework and benchmarking contractors’ costs against the appropriate framework rates, it is proposed that a contractor be selected to progress each project. When a contractor is selected a final tender price will be agreed to allow the contract award to progress. Prior to contract award the contract/contractor will be reported to committee. 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 includes 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 SXL framework agreements have evidenced fair working 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 2.9 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. 2.3 It is proposed to engage with contractors via the Direct Award procedure on the SPA New Build Housing Construction H2 (Scotland) framework agreement for the projects listed below. Within the appointed lot there are ten contractors on the framework. The framework allows direct award without further competition where all terms and conditions of the call off project are within those of the framework. Page 113 of 178
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3. Measures of success 3.1 The proposed contract awards detailed within this report will deliver the following outcomes: a) The appointment of contractors who have the experience and capability to deliver new build social housing. b) The procurement procedure applied are compliant with the procurement legislation, overarching framework agreements and internal procedures. c) That best value is both demonstrable and achieved. d) That contracts awarded secure a range of community benefits. e) That contracts awarded support payment of the real Living Wage to staff employed in the delivery of the requirements; and f) That the performance of contracts awarded are proactively managed against several Key Performance Indicators. 4. Supporting documentation No appendices Pamela Humphries Chief Officer (Place) Page 114 of 178
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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 115 of 178
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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 116 of 178
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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 5% to 10% and this trend of tender price increases will extend into 2024 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 10% 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. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☒ Page 117 of 178
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ⊠ Yes ☐ No Ref BL/CB/LK Date 14/02/24 Housing Outline HRA Capital Programme 2024/25 From Brian Lafferty, Chief Officer (Housing Property Services) E-mail barrca@northlan.gov.uk laffertyb@northlan.gov.uk Telephone 07583097785 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 for investment of over £266million on the housing stock during the lifetime of the plan. As can be seen within Table 1, this anticipated spend has increased through increased Prudential Borrowing and increased levels of Capital Funded from Current Revenue (CFCR). The reasons for these increases in spend are detailed in the following sections. 1.2 As outlined in previous reports, during the course of the 5 year outline plan, new priorities have and will continue to be added based on recommendations and requirements of good practice and legislation such as the Housing (Cladding Remediation) (Scotland) Bill introduced by the Scottish Government in 2023. 1.3 In common with previous plans, the aim of the 2024/25 plan remain to ensure the stock continues to meet the Scottish Housing Quality Standard (SHQS) as well as the EESSH2 standard requiring all social housing meet EPC band B or is as energy 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 2024/25. Recommendations It is recommended that the Committee. 1. Approve the HRA Capital Programme for 2024/25 as outlined in Appendix 1 The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition statement All ambition statements Item 8 Page 119 of 178
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efficient as practically possible by the end of December 2032 (within the limits of cost, technology and necessary consent). 1.4 It should be noted that the current EESSH2 standard is under review in line with the with revisions to the standard expected to be brought into force in 2025. These changes will be in line with the November 2023 consultation on a Heat in Buildings Bill which detail proposals for powers to create a new “Heat in Buildings Standard”. This proposed new Heat in Buildings Standard would prohibit the use of polluting heating sources (such as gas, oil or LPG boilers) for all buildings from 2045. 1.5 Many of the challenges faced by all council services including the HRA investment programme since the pandemic started in 2020 such as contractor availability and global increasing costs are anticipated to continue to occur throughout the 2024/25 financial year. 1.6 External factors over which the council has no control include increasing energy costs for tenants. In October 2023, the price of gas was around 60% higher than two years previously, while the price of electricity was 40% higher. The Office of National Statistics (ONS) also reported that as of December 2023, just under half (48%) of adults in Great Britain are using less fuel, such as gas or electricity, in their homes because of the rising cost of living. 1.7 Reducing the level of heating within homes in the winter months due to the current cost of living crisis can not only causes problems in terms of tenants’ comfort within their homes but can also lead to building fabric problems and exacerbate issues with damp and mould. 1.8 Committee can be assured that actions to reduce, wherever possible, the impact of such issues are at the forefront of investment decisions proposed for tenants’ homes. More details of the type of works proposed within the 2024/25 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 2024/25 have been prepared for Committee’s consideration as outlined in Appendix 1. 2.2 The nationwide issues being faced as previously mentioned are still having an impact on the phasing of the delivery of the capital programme. The 5 year programme is summarised in Table 1 and demonstrates that the council continues to aim to complete record investment in its housing stock during the 5 year planning term. Page 120 of 178
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Table 1 2021/22 2022/23 2023/24 2024/25 Indicative 25/26 Total £000 £000 £000 £000 £000 £000 Working Capital Programme 74,379 60,745 60,882 73,825 76,617 346,448 Slippage 6,752 5,795 5,535 6,711 6,965 31,758 Current Capital Programme 67,627 54,950 55,347 67,114 69,652 314,690 Reprofiled Expenditure (14,724) 2,027 706 - 11,991 - Revised Capital Expenditure 52,903 56,977 56,053 67,114 81,643 314,690 2.3 Slippage allowances of approximately 10% have been added to the 2024/25 programme to arrive at a “working programme” as detailed in Section 2.4. 2.4 The working programme in Table 2 considers the projected carry forward commitment but may be subject to adjustment depending on the final outturn of the current 2023/24 programme. TABLE 2 – Resources 2024/25 £000 Prudential Borrowing 51,695 Capital Funded from Current Revenue (CFCR) 15,419 Total projected resources 67,114 Slippage allowance 6,711 Working programme 73,825** **Pending approval of the Revenue Estimates HRA Capital Programme details Heating 2.5 The 2024/25 programme will see the continuation of the replacement of existing heating systems based on age. Although the council has been fitting A rated condensing boilers for a number of years, due to improvements in technologies, an A rated boiler will be more efficient than an A rated boiler installed 10-15 years ago. Currently A rated boilers convert up to 94% of consumed energy into useable heat as opposed to older boilers which may only now be working at 65-80% efficiency. 2.6 The council is cognisant of the forthcoming proposed Heat in Buildings Standard which would prohibit the use of polluting heating sources (such as gas, oil or LPG boilers) for all buildings from 2045 and is currently increasing its use of “clean” heating sources such as heat pumps and modern electric storage heaters systems where practicable Page 121 of 178
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and would not result in tenants potentially being placed in fuel poverty based on current energy prices. 2.7 To look to decrease energy consumption from the National Grid in accordance with our EESSH2 and Net Zero obligations, the council increased its solar photo voltaic (PV) panels programme in 2023/24 with over 550 estimated to be fitted by March 2024. The programme will continue with over 1000 installations currently planned for during the financial year 2024/25. 2.8 Other works which will continue throughout the 2024/25 programme will be the installation of loft insulation where required as well as an increase in the removal and replacement of cavity wall insulation to increase the energy efficiency of tenants’ homes. Windows/Door Replacement 2.9 The council continued to experience issues in relation to its triple glazing programme in the first half of the 2023/24 programme. Progress however improved in the second half of 2023/24 although the programme still has a backlog of addresses which were planned initially for 2023/24 that will be prioritised in 2024/25. 2.10 The installation of fire rated front doors to flats within low rise blocks started in 2022/23 in Langloan, Coatbridge and will continue throughout 2024/25 primarily concentrating initially on over 5 storey blocks of flats and any surrounding addresses in line with recent guidance around blocks of 11m+ in height and fire safety. Roofing and Rendering 2.11 The upgrading of the roofs and insulation levels of non-traditional properties in the Lomond Road area in Coatbridge which started in 2022/23, continued in 2023/24, and is expected to complete during the 2024/25 financial year. 2.12 Work is due to start in 2024/25 on the thermal upgrading of Swedish Timber style timber houses within the Authority. This work aims to retain the style of the properties whilst increasing their energy efficiency through the addition of wall insulation. 2.13 The council’s “fabric first” approach to improving the energy efficiency of tenants’ homes through the fitting of external wall insulation ahead of the consideration of the installation of possible renewable heating sources will continue in 2024/25. This approach is generally recognised at the most effective manner of offsetting any possible increase in running costs for renewable heating sources. 2.14 Unfortunately with rising costs generally and increasing specification levels requiring to be met by the council in terms of the EESSH targets, the costs for owners in mixed tenure blocks that they would require to pay to have the work undertaken to their homes have increased, often now over £15,000 per property. Wherever possible, the council will look to try to see if here are any options which may assist owners being asked to consider paying such sums to try to ensure as many tenants as possible benefit from the installation of external wall insulation to their homes. 2.15 The council will continue to support the Scottish Government’s Energy Efficient Scotland: Area Based Scheme (EES: ABS) for owners within its 2024/25 programme. The current programme will complete in blocks of flats in Kilsyth, Bellstone and Cross Wall construction houses in Wishaw and Muirhouse as well as starting in the Langloan area in Coatbridge. Page 122 of 178
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Lead pipe replacement 2.16 The ongoing lead pipe replacement programme of testing and replacement of pipework as required will continue in 2024/25. This is a continuation of the programme which commenced in 2018/19, however will mainly be focused on testing in 2024/25 due to the removal programmes in previous years. Controlled Door Entries 2.17 The council is aware the concern residents can have when door entry systems to their blocks of flats are not working. In 2023/24, 52 new systems were installed with plans in place to continue the replacement of non-working systems in 2024/25. 2.18 As with other works in mixed tenure blocks, owners’ inability to pay for such work, which can cost over £3,000 per owner depending on the system being replaced, may have an impact on the council being able to replace systems 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 money involved. Electrical Work 2.19 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). Where a tenant’s property fails its electrical safety test, it will be rewired as part of the 2024/25 programme. As detailed previously, to ensure a tenants continued safety, where deemed necessary, these works may be undertaken via the forced entry process previously approved at committee in September 2021. 2.20 The replacement of communal close lighting and electrical switchgear (where appropriate) within blocks of flats will also continue in 2024/25 with works now starting to focus on blocks with identified problems containing owner occupiers who share repair responsibilities for these elements with the council. 2.21 As with other works to commonly owned elements within a block of flats, owners’ inability to pay for such work, which can cost over £2,000 per owner depending on the size/type of work, may have an impact on the council being able to undertake the replacement of full close lighting systems. Again, 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 monies involved. Kitchens and Bathrooms 2.22 The programme for replacement kitchens and bathrooms within 2024/25 will continue largely relating to properties where tenants have previously refused works and/or works required in void properties. 2.23 Although it was reported previously to Committee that the kitchen replacement programme would not re-start until 2025/26, it is proposed that smaller initial programme be undertaken in 2024/25 to ensure that the recently updated specification for the works is deemed appropriate in terms of tenant views and anticipated long term durability. Page 123 of 178
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Tower Strategy 2.24 The replacement and refurbishment of lifts as required within our high-rise stock will continue in 2024/25 in addition to the replacement of elements such as fans and replacement tanks as required in terms of the council’s inspection regimes. 2.25 Phase 3 of the sprinkler installation programme will commence in 2024/25 following completion of Phase 2 sprinklers in 2023/24. 2.26 The contract for upgrading works at Blairgrove/Merryston/Glen and Millbrae Towers in Coatbridge, which were significantly delayed due to the pandemic, were broadly completed in 2023/24 however some outstanding works by the main contractor are still apparent and will be undertaken in 2024/25. 2.27 Consultants have been appointed to support 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. The design work is anticipated to complete within 2024/25 with the project planned to commence in 2025/26. Ambition 2.28 The re-provisioning programme continues in 2024/25 with the demolition work at Coursington, Allan and Draffen Towers in Motherwell, the low rise blocks at Gowkthrapple, Wishaw and Jackson Court, Coatbridge all progressing to completion. 2.29 Design preparations are also underway for the demolition of Allershaw Tower, Wishaw which will commence on site in early 2024/25. Community Care 2.30 Development of a detailed design is currently underway for works to the complex at Drummond Drive, Wishaw. It is anticipated a contract for the works will be awarded for the works in late 2024/25 with commencement on site in early 2025/26. 2.31 Design work will also continue in 2024/25 following the undertaking of external ground condition surveys 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. 2.32 Work will also start for the installation of fire rated front doors to flats within complexes. The age profile and capacity of the residents of the complexes in terms of ease of opening and closing the new doors will be taken into consideration in relation to the specification for the works. 3. Measures of success 3.1 Provide safe, improved and sustainable domestic properties for the tenants of North Lanarkshire Council. Page 124 of 178
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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 documentation 4.1 Appendix 1 – 2024/25 HRA Capital Programme Brian Lafferty Chief Officer (Housing Property Services) Page 125 of 178
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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 ☐x 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 x 5.2 Financial impact Does the report contain any financial impacts? Yes x No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes x 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 is noted within the 2024/25 revenue estimates process with the detailed programme included in Appendix 1. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No x If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No x If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No x If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Page 126 of 178
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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 x No ☐ If Yes, please provide a brief summary of the impact? The replacement of the current Housing Services Management System (HSMS) is currently planned for introduction during the financial year 2024/25. 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 x No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes x 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 x No ☐ If Yes, please provide a brief summary of the impact? Engagement with corporate communications will commence on approval of the proposed plan and an agreed communication plan will be developed as appropriate for each activity/ programme area. 5.9 Risk impact Is there a risk impact? Yes x No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Risk will be minimised and managed by 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. Page 127 of 178
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5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No x If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No x If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 128 of 178
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2024/25 HRA Capital Programme APPENDIX 1 Programmes TOTAL Estate Regeneration Estate Regeneration Sub TOTAL £300,000 Energy Efficiency Heating £13,102,836 Windows & Doors £10,359,080 Decarbonisation funding £5,263,532 Sub TOTAL £28,725,448 Major Repairs Major repairs £4,884,284 Roofing/Rendering £15,013,666 Sub TOTAL £19,897,950 Home safety and security Lead Pipe replacement £279,975 Door entry replacement £1,119,900 Electrical work £1,899,876 Sub TOTAL £3,299,751 Internal upgrading Kitchens £2,239,801 Bathrooms £2,799,751 Mainstream Programme £3,359,701 Sub TOTAL £8,399,254 Tower strategy Tower Strategy £2,531,300 Demolition £2,831,836 Sub TOTAL £5,363,136 Community Care Community Care Sub TOTAL £1,655,080 Fees/miscellaneous Fees/miscellaneous Sub TOTAL £6,185,000 GRAND TOTAL £73,825,618 Page 129 of 178
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref SL/GT/AJ Date 14/02/24 Former Tenant Arrears Write Off to 31 March 2022 From Stephen Llewellyn, Chief Officer (Housing Management) E-mail TelferG@northlan.gov.uk Telephone Executive Summary The purpose of this report is to present to Committee a summary of outstanding Housing Rent debts which are deemed uncollectable following all attempts at recovery by the Housing Rents and Court teams or are considered uneconomically viable to continue pursuing. In accordance with financial guidelines a provision for expected credit losses has previously been established for the outstanding accounts highlighted below. The debt to be written off relates to former tenancies where the tenancy end date is prior to 31 March 2022. The total recommended write-off is £2,553,973.58 which equates to 1.76% of the total rent income of £145,513,220. Recommendations It is recommended that the Housing Committee: (1) Acknowledge the decision of the Chief Officer (Housing Management) and the Chief Officer (Finance) to write off £365,921.99 under delegated responsibilities; (2) Approves the write off of £2,188,051.59 which includes individual debts greater than £500; (3) Approves the write off of credit balances that have arisen in some former tenancy rent accounts, totalling £54,706.29; (4) Remit this report to the Finance and Resources Committee. The Plan for North Lanarkshire Priority Enhance participation, capacity, and empowerment across our communities Ambition statement (21) Continue to identify and access opportunities to leverage additional resources to support our ambitions Programme of Work Statutory / corporate / service requirement Item 9 Page 131 of 178
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1. Background 1.1 The Housing Service has a turnover in tenancies each year of approximately 3,000 with tenancies terminating for a variety of reasons. 1.2 The Housing Service has a full rent arrears process in place ranging from reminder letters at the early stages through to the pursuit of arrears via the courts. The arrears process actively pursues debt in both current tenancies and former tenancies and only ever seeks to write-off debt relating to former tenancies once all avenues of recovery have been exhausted. 1.3 A wide range of payment methods are available to tenants to enable them to make payments towards their rents in a timely and consistent manner that suits their circumstances. These range from Direct Debits, Online Payment facility, Standing Orders, Post Office, Paypoint and deductions from wages. 1.4 Early intervention and engagement with current tenants who fall into arrears is a key part of the process to minimise the debt level that exists when tenancies terminate. 1.5 As a result of these proactive efforts, the Council’s collection rate has improved by over 1% from 2021/22 collection levels to 98.9% and remains above the Scottish Local Authority Average of 98.8%. In addition, the arrears position has stabilised through the significant efforts from the Housing Rents team in securing more direct Universal Credit payments, pursuing other non-Universal Credit tenant debt and the ongoing benefits of the Universal Credit Assistance Fund and various rent relief funds made available. 1.6 Despite the steps in place, there are a number of debts that are deemed uncollectible or are considered not economically viable to engage further collection activities and costs. This annual process of assessing the likelihood of debt non-recovery follows accepted best accounting practice and is a realistic assessment of expected outcome. 1.7 It should be noted that the Council moved onto full Universal Credit status in April 2018 and as a result, has since seen a significant increase in current tenant arrears. This is likely to have an adverse impact on the future levels of former tenant arrears that will be sought for write off. A full Income Maximisation Service is offered to all tenants to try and mitigate the impact of welfare reform. 2. Report 2.1 An exercise has been undertaken to identify debt that is now considered to be non- collectable. In accordance with financial guidelines a provision for expected credit losses has previously been established for the outstanding accounts highlighted below. 2.2 There are a number of reasons why the outstanding balances are being written off and these are summarised below: • Liquidation / Sequestration. The debtor has been liquidated / sequestered etc, and there is no prospect of recovery of funds. • Deceased. The debtor is deceased and there have been insufficient funds within the estate to meet the sum due. • Eviction / Abandonment / No Forwarding Address. The debtor has been unable to be located following eviction or abandonment of their tenancy or have left no forwarding address and there is no prospect of recovery of funds. Page 132 of 178
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• Recovery exhausted. All avenues of recovery have now been exhausted via our internal processes and via the courts. The decision has been taken not to pursue any further. Recovery is considered not possible. 2.3 The following tables categorise the value of debt recommended for write-off by cause and value: 2.4 The write off being proposed to 31 March 2022 represents 1.76% of the total rental income of £145,513,220. The following table outlines the value of the annual former tenant arrears write-off over the previous 5 years: 2.5 Following peaks in the write off values for 2018/19 and 2019/20, the level has now reduced and been maintained with the overall average value of write off also reduced to March 2022. This reflects the continued efforts of the Housing service over the last few years in relation to early engagement with tenants and offering the income maximisation service. In addition, this highlights the benefits of the Universal Credit Assistance Fund and various rent relief funds made available over this two year period. 2.6 It should be noted that the Council will continue to seek collection of the outstanding balance if the circumstances of the debtor alter, and recovery is deemed practical. Cause Analysis Write off Value No. of Tenancies Average Write off Value 2024 Average Write off Value 2023 £ £ £ Abandoned 480,367.85 403 1,191.98 1,496.25 Deceased 271,825.16 574 473.56 444.52 Eviction 27,303.09 26 1,050.12 2,352.91 Liquidations/Sequestrations 99,471.52 39 2,550.55 1,446.78 No Forwarding Address 142,576.25 167 853.75 855.83 Recovery Exhausted 1,532,429.71 2,103 728.69 827.56 Total Debt 2,553,973.58 3,312 771.13 847.53 Credit Balances (54,706.29) 516 (106.02) (35.00) Value Analysis < £500 365,921.99 2,199 166.40 164.26 >£500 2,188,051.59 1,113 1,965.90 1,999.03 Total Debt 2,553,973.58 3,312 771.13 847.53 Former Tenant Arrears Written Off Value £ % of Income 31 March 2021 2,610,389.37 1.82 31 March 2020 3,560,465.00 2.57 31 March 2019 3,505,183.00 2.54 31 March 2018 2,408,607.00 2.09 31 March 2017 1,518,109.00 1.36 Page 133 of 178
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3. Measures of success 3.1. The Service continues to engage in several activities aimed at improving collection rates, reducing debt arising and streamlining the recovery process. The Council will continue to seek collection of the outstanding balance if the circumstances of the debtor alter, and recovery is deemed practical.  4. Supporting documentation Not Applicable Stephen Llewellyn Chief Officer (Housing Management) Page 134 of 178
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? There are no additional financial implications linked to this report for the current financial year as a corresponding bad debt provision has been included in the previous year’s accounts. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ Page 135 of 178
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5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 136 of 178
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref SL/GT/VR Date 14/02/24 Revenue Monitoring Report – Housing Revenue Accounts From Andrew McPherson, Depute Chief Executive E-mail telferg@northla.gov.uk Telephone Greg Telfer, Business Finance Manager, 07586 010692 1. Background 1.1 The Council approved its Housing Revenue Account budget of £164m on 23 February 2023. 1.2 The Financial Regulations require Services to remain within their approved budgetary provision, and to report all significant deviations – defined as the higher of £100,000 or 5% - within their budget monitoring reports. Where significant deviations are identified, Executive Summary This report provides a summary of the Housing Revenue Account financial performance for the period 1 April 2023 to 5 January 2024 (Period 10). The report illustrates the projected outturn as at 31 March 2024, with major outturn variances highlighted and explained in accordance with the Council’s approved Financial Regulations. The Service is currently projecting an overspend of £3.805m for the financial year which is due to anticipated increased loan charge costs, reflecting the impact of higher interest rates. Approved savings of £0.070m have been included within the budget and are currently anticipated to be fully delivered by the end of the financial year. Recommendations It is recommended that the Housing Committee: 1) Acknowledges the financial position of the HRA revenue budget 2023/24. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (25) Ensure intelligent use of data and information to support fully evidence based decision making and future planning Programme of Work Statutory / corporate / service requirement Item 10(a) Page 137 of 178
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Services must provide explanatory commentary outline the action required to rectify such a deviation, and where relevant, must also highlight the impact this has on other budget headings. 2. Report 2.1 The service is currently projecting an overspend of £3.805m for the financial year. 2.2 Analysis of Significant Variances 2.2.1 The Housing Revenue Account currently anticipates an underspend of £2.000m within Employee Costs which is a result of increased turnover/vacancy savings. The position also incorporates the impact of the pay award offer agreed between COSLA and the Trade Unions. 2.2.2 An overspend of £2.875m is anticipated within Property Costs due to increasing costs associated with repairs (£2.000m), void rent loss (£0.485m) and grounds maintenance (£0.460m). With ongoing changes in the demand profile for housing repairs and maintenance and uncertainties over costs with volatile inflation, there is a financial risk relating to the outturn position for repairs and maintenance. The service is aware of these risks and is continuing to monitor and manage the overspend without impacting on key service delivery objectives. 2.2.3 An underspend of £0.125m is projected within Administration Costs due to decreased legal activity impacting legal fees (£0.100m) and sheriff officer fees (£0.025m). 2.2.4 An underspend of £0.500m in Apportioned Expenses is projected as a result of lower than anticipated IT recharges to the Housing Revenue Account. 2.2.5 An overspend of £3.847m Capital Financing Costs is projected as a result of increased loans funds charges due to higher than anticipated borrowing rates affected by the current market conditions. It is currently expected that these additional costs will be met from a draw down on reserve balances held for the loan debt holiday. 2.2.6 An under-recovery of £0.090m is projected within Fees and Charges due to reduced court dues/fines (£0.050m), and the temporary removal of charges for laundry facilities (£0.040m) as the service seeks to introduce new payment technology. 2.2.7 An over recovery in Rents of £0.347m is anticipated due to increased mainstream rental income. 2.2.8 An over recovery of £0.035m in Interest income is projected as a result of a higher than expected interest on revenue balances associated with increased market rates. 2.3 Earmarked and One-off Resources 2.3.1 HRA reserve balances brought forward from 2022/23 total £26.318m, this includes a revised contingency fund balance of £1.640m and unallocated reserves of £5.312m. It is anticipated that a total of £9.386m will be utilised during 2023/24 including a draw down of £3.847m to offset the increased costs of loan charges discussed in paragraph 2.2.5 above. Appendix 2 provides further detail of the reserve balances. Page 138 of 178
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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 £0.070m. As at Period 10, it is anticipated that 100% approved savings will be delivered by the end of the financial year. 3. Measures of success 3.1 The Service continues to operate withing approved resources and meet required savings targets. 4. Supporting documentation 4.1 Appendix 1 HRA Summary Appendix 2 Earmarked Reserves / Balance Sheet Provisions Andrew McPherson Depute Chief Executive Page 139 of 178
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The financial impacts are contained within the report and supporting appendices. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Page 140 of 178
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Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? All activities undertaken by the council are subject to risk, and in acknowledging the Council’s approved Risk Management Strategy, Services manage these as part of their overall corporate and service planning process. The current economic climate, in particular, has the potential to impact upon the Council’s ability to provide quality services within approved budget levels. 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 2023/24 and this is an ongoing focus of discussion within the Service and with Finance. To minimise risk, this report has been prepared by Finance personnel in consultation with budget managers, in accordance with the Financial Regulations. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Page 141 of 178
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Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 142 of 178
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Appendix 1 FINANCIAL MONITORING REPORT 01 April 2023 to 05 JANUARY 2024 (Period 10) COMMITTEE: HOUSING CATEGORY ANNUAL PROJECTED ANALYSIS BUDGET OUTTURN % (1) (5) (6) (8) (10) £ £ EMPLOYEE COSTS 31,762,510 29,762,510 2,000,000 FAV 6.3% Underspend due to increased turnover savings PROPERTY COSTS 62,279,850 65,154,850 (2,875,000) ADV (4.6)% Overspend mainly due to increased repair costs, void rent loss and ground maintenance costs SUPPLIES & SERVICES 734,020 734,020 0 - 0.0% Balanced budget TRANSPORT & PLANT 387,440 387,440 0 - 0.0% Balanced budget ADMINISTRATION COSTS 5,585,040 5,460,040 125,000 FAV 2.2% Underspend due to decreased legal and sheriff officer fees PAYMENTS TO OTHER BODIES 231,120 231,120 0 - 0.0% Balanced budget APPORTIONED EXPENSES 7,764,850 7,264,850 500,000 FAV 6.4% Underspend due to decreased IT recharges CAPITAL FINANCING COSTS 27,400,280 31,247,280 (3,847,000) ADV (14.0)% Overspend due to increased borrowing costs impacting loan charges C.F.C.R. 27,146,260 27,146,260 0 - 0.0% Balanced budget OTHER COSTS 765,101 765,101 0 - 0.0% Balanced budget TOTAL EXPENDITURE 164,056,471 168,153,471 (4,097,000) ADV (2.5)% OTHER GRANTS 0 0 0 - 0.0% Balanced budget FEES AND CHARGES 8,881,320 8,791,320 (90,000) ADV 1.0% Under recovery due to laundry charges and court dues / fines RENTS 151,542,404 151,889,404 347,000 FAV 0.2% Over recovery of mainstream rental income INTEREST 15,000 50,000 35,000 FAV 233.3% Over recovery due to interest received on revenue balances DEPARTMENTAL CHARGES 538,607 538,607 0 - 0.0% Balanced budget SURPLUS 3,079,140 3,079,140 0 - 0.0% Balanced budget INCOME 164,056,471 164,348,471 292,000 FAV 0.2% NET EXPENDITURE 0 3,805,000 (3,805,000) ADV FAV = Favourable variation, underspend etc 362,119 ADV = Adverse variation, overspend, income under-recovery etc PROJECTED OUTTURN VARIANCE (7) Page 143 of 178
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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 4,385,433 3,079,140 29.8% 1,306,293 To fund 2023/24 HRA and residual balance required in future years UCAF 350,208 350,208 0.0% 0 Budget fully utilised Rent Assistance Fund 1,003,563 1,003,563 0.0% 0 Budget fully utilised Enterprise Contract 1,000,000 1,000,000 0.0% 0 Budget fully utilised Rent Restructure 334,586 97,028 71.0% 237,558 Balance required in future years Loan Debt Holiday 9,792,625 3,847,000 60.7% 5,945,625 To manage loan charge position and residual balance required in future years HRA Capital Programme 2,500,000 0 100.0% 2,500,000 Balance required in future years SUB TOTAL 19,366,415 9,376,939 51.6% 9,989,476 Change Management/Risks & Uncertainty 5,311,595 0 0.0% 5,311,595 Mainly required to fund future years Core Reserve 1,640,000 0 100.0% 1,640,000 No call anticipated in 2022/23 TOTAL 26,318,010 9,376,939 64.4% 16,941,071 PROJECTED OUTTURN North Lanarkshire Council Housing Revenue Account - Earmarked Reserves 01 April 2023 to 05 JANUARY 2024 (Period 10) Page 144 of 178
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref GT/JMcG Date 14/02/24 Revenue Monitoring Report – Enterprise and Communities From Andrew McPherson, 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 Executive Summary This report provides a summary of the financial performance of the Enterprise and Communities service for the period 1 April 2023 to 5 January 2024 (Period 10), 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 a year end underspend of £2.335m. This underspend is mainly attributable to employee vacancy savings across the Service. The Service continues to review inflationary pressures and also work with Business and Digital to progress plans for delivery of digital savings which are temporarily offset this financial year through grant which has been received in advance of need and an earmarked reserve. Recommendations It is recommended that Committee: (1) Acknowledges the financial position of the 2023/24 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 Programme of Work Statutory / corporate / service requirement Item 10(b) Page 145 of 178
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higher of £100,000 or 5% - within their budget monitoring reports. Where significant deviations are identified, services must provide explanatory commentary, outline the action required to rectify such deviations and where relevant, must also highlight the impact this has on other budget headings. 1.2 The most significant financial risk facing Enterprise and Communities during 2023/24 is the delivery of the Digital NL savings. Inflationary pressures are also being closely monitored. The Service will continue the curtailment of non-essential expenditure to manage the overall budget position. 2. Report Summary of Financial Position 2.1 The Council approved its General Fund Revenue Budget on 23 February 2023, of which £153.119m (15.65%) represented the approved Net Revenue Budget for Enterprise and Communities. There has been an in year transfer to the Chief Executive’s service of £0.238m in relation to the Customer Contact Centre. Therefore the revised budget for the service totals £152.882m. 2.1.1 Enterprise and Communities is currently forecasting an underspend of £2.335m mainly linked to vacancy savings which the Service is actively seeking to recruit. 2.1.2 In addition, the Service faces a cost pressure attributable to the delay in implementation of savings linked to the DigitalNL programme (£1.960m). The service continues to work with Business and Digital to progress plans for the delivery of these savings. This burden is offset this financial year by utilising grant received in advance of need and also an earmarked reserve. 2.1.3 Section 2.2 provides commentary on the financial performance of the Service per division. In addition, Appendices 1 to 5 of this report provide further explanation of the significant budget variations contributing to this outturn position. 2.1.4 The 2023/24 Enterprise and Communities budget incorporated £4.969m of savings with £2.500m of savings (50.31%) forecast to be delivered within the current financial year. Further information regarding particularly challenging savings is noted in paragraph 2.4 below. Analysis of Significant Variations 2.2 The Enterprise and Communities service is currently forecasting an underspend of £2.335m. As at Period 10, the main variances across the divisions are further explained as follows: 2.2.1 Assets and Procurement (£0.423m underspend) Assets and Procurement is currently forecasting a net employee savings of £1.053m which largely relates to employee savings across the division partially offset by increased use of external advisors to support the delivery of projects as a result of key staff vacancies (£0.406m). The service anticipates increased food costs as a result of inflation and also an increase in paid meal numbers. This overspend is partially offset by increased paid meal income (£0.108m) and also a reduction in the packaging used for school meals where schools Page 146 of 178
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have moved to use more sustainable items rather than disposable packaging (£0.180m). 2.2.2 Community Operations (£0.858m underspend) Community Operations is projecting net employee savings of £1.775m across the service where there have been difficulties in recruiting. Within Waste, additional overtime and agency costs have been incurred to ensure the service can still run effectively. There is a projected underspend of £0.777m forecast on reduced disposal costs across both Waste and Land management which is mainly as a result of a new contract for Paper and Card waste collection, as well as more favourable pricing across various tonnage streams and reduced volume of waste in some areas. Within Fleet the service anticipates additional costs of £1.57m for the inspection and repairs on larger vehicles which are currently being completed by external companies and the requirement to hire additional vehicles while there are delays in completing repairs. This is as a direct result of difficulties in recruiting mechanic posts. The Service continues to seek to recruit these key positions. There are reduced costs of £0.581m forecast for Street Lighting energy costs as a result of the ongoing investment in LED lighting. The service also anticipates an over- recovery of income from the Active Schools programme at Strathclyde Park (£0.172m), which is fully offset by the forecast under-recovery of special uplift income in Waste (£0.172m). 2.2.3 Housing Solutions (£0.602m underspend) Housing Solutions is projecting net employee cost savings of £0.531m, mainly within First Stop Shops and Housing Support. In addition, a delay in work commissioned on the Homeless Strategy will result in an underspend of £0.213m in the current financial year. Within Homeless Property, the expenditure headings of rent, repairs and energy are showing overspends due to the additional number of homeless presentations. These are offset by an increase in the rental income generated. 2.2.4 Place (£0.607m underspend) The Place division is currently forecasting net employee savings of £0.638m. Given the number of staff vacancies the service has utilised external advisors to support the delivery of projects (£0.126m). The service is also benefiting from additional one-off grant funding supporting core activity (£0.100m) which contributes to the overall projected underspend position. 2.2.5 Included within the reported outturn is the Council’s trading services. For 2023/24 the Council approved a surplus budget of £0.462m. The Council must comply with a statutory requirement to at least break-even over a rolling three year period. The combined surplus in 2020/21, 2021/22 and 2022/23 was £0.554m. As at Period 10 the Trading Accounts is forecasting a reduced surplus of £0.242m which mainly is attributable to lower than anticipated income for the trade waste function, the Service is currently reviewing this Service and the costs associated with it. Page 147 of 178
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2.2.6 Payments to other bodies are detailed in Appendix 3. This expenditure category accounts for £20.906m and is current forecasting to be over budget by £0.127m mainly as a result of agency fees due to difficulties in recruitment. Earmarked and One-off Reserves 2.3 Enterprise and Communities was given approval to earmark £16.187m of resources during the completion of the 2022/23 annual accounts. At Period 10 £10.277m of the reserve balance is anticipated to be utilised in 2023/24. A balance of £5.800m is required for the original purpose in future years. The remaining balance of £0.110m is no longer required. Appendix 4 details the individual Earmarked Reserves. 2023/24 Budget Savings and Growth 2.4 The Service uses a variety of information, records and processes to monitor achievement of its approved budget savings of £4.969m. As at Period 10, £2.500m (50.31%) of its approved savings are forecast to be achievable during the year. The gap of £2.469m represents digital savings (£1.910m), which have been offset this financial year by grant income received in advance of need and an earmarked reserve. There is also a timing delay in office rationalisation (£0.415m) which has been offset this year by an earmarked reserve. The other staffing related savings of £0.117m are offset by in year vacancy savings. Management Actions 2.5 The Service continues to take a range of corrective management actions to ensure it manages cost pressures. This includes curtailment of non-essential spend and monitoring of vacancies. Change Management 2.6 The Service is forecast to utilise £0.215m of the Council’s Change Management Fund mainly to support reinstatement at Palacerigg Country Park, the litter bin strategy and 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 Andrew McPherson Depute Chief Executive Page 148 of 178
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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 150 of 178
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5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? All activities undertaken by the Council are subject to risk, and in acknowledging the Council’s approved Risk Management Strategy, Services managed these as part of their overall corporate and service planning processes. The current economic climate, in particular, has the potential to impact upon the Council’s ability to provide quality services within the approved budget levels. To reduce other financial risks, this report was prepared by service based Finance personnel in consultation with budget managers, in accordance with the Financial Regulations. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Page 151 of 178
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5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 152 of 178
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APPENDIX 1 DIVISION OF SERVICE ANNUAL BUDGET PROJECTED OUT-TURN PROJECTED OUT-TURN VARIANCE % PERIOD MOVEMENT SINCE ANALYSIS P6 [1] [2] [3] [4] [5] [6] [7] £ £ £ £ Assets & Procurement 41,694,381 41,271,523 422,858 FAV 1.0% 142,102 Employee vacancy savings across the service partially offset by external advisor costs. Increased food costs partially offset by increased paid school meal income. Increased rental income within Estates. Community Operations 88,819,672 87,961,666 858,006 FAV 1.0% 655,574 Employee vacancy savings across the service offset by overtime costs, turnover and agency costs. Tonnage costs less than anticipated within Waste as a result of favourable contract prices and changes in the waste recycling market. Street lighting energy savings as a result of investment in LED lighting. Underspends partially offset by increased fleet repair costs and external hire costs as a result of difficulties in recruiting mechanics. Under-recoveries of Building Standards Income and Special Uplift income in Waste offset by over-recoveries of Active Schools income at Strathclyde Park. Housing Management 5,652,817 5,050,473 602,344 FAV 10.7% 374,739 Employee vacancy savings and delays in Homeless Strategy, partially offset by under-recovery of income. Housing Property Services 8,585,905 8,499,946 85,959 FAV 1.0% 87,572 Reduced energy costs and additional income partially offset by additional repairs costs Place 8,591,146 7,983,735 607,411 FAV 7.1% 83,005 Employee vacancy savings and additional grant income partially offset by external advisor costs. Trading (462,202) (220,552) (241,650) ADV 52.3% (31,559) Under recovery in Trade Waste income NET EXPENDITURE 152,881,720 150,546,791 2,334,928 FAV 1.5% 1,311,433 NORTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report - Objective Analysis Period 10 (01 April 2023 - 05 January 2024) Enterprise & Communities Page 153 of 178
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APPENDIX 2 [1] [2] [3] [5] [6] [7] £ £ £ £ EMPLOYEE COSTS 104,676,466 99,833,454 4,843,011 FAV 4.6% 1,699,025 Employee vacancy savings partially offset by increased overtime and turnover PROPERTY COSTS 45,215,372 45,004,689 210,683 FAV 0.5% (201,803) Lower than anticipated waste disposal costs SUPPLIES & SERVICES 20,594,599 22,497,114 (1,902,515) ADV (9.2%) (1,421,544) Increased Fleet external hire costs and agency costs within Waste partially offset by reduced Street Lighting costs due to LED replacement programme. Increased school meal food costs partially offset by reduced school meal food packaging costs. TRANSPORT & PLANT 5,641,535 6,144,862 (503,327) ADV (8.9%) (125,755) Increased Fleet repairs costs ADMINISTRATION COSTS 13,087,265 13,648,249 (560,983) ADV (4.3%) 89,580 Increased external advisor costs to support key project delivery. Delay in work comissioned on the Homeless Strategy. PAYMENTS TO OTHER BODIES 20,906,907 21,033,954 (127,046) ADV (0.6%) (141,702) See appendix 3. TRANSFER PAYMENTS 586,116 586,116 0 0.0% 0 Balanced Budget CAPITAL FINANCING COSTS 25,236,931 25,236,932 (1) ADV 0.0% (1) Balanced Budget OTHER EXPENDITURE 4,399,481 4,392,139 7,342 FAV 0.2% 66,828 Minor Variance TOTAL EXPENDITURE 240,344,672 238,377,509 1,967,164 FAV 0.8% (35,372) INCOME 87,462,951 87,830,714 (367,763) FAV (0.4%) 1,346,805 Under recovery in capital recharges linked to Employee vacancy savings above, reduced Building Standards income and reduced trade waste income partially offset by additional one off grant income and increased paid school meal income NET EXPENDITURE 152,881,722 150,546,795 2,334,927 FAV 1.5% 1,311,433 PERIOD MOVEMENT SINCE P6 ANALYSIS [4] NORTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report - Subjective Analysis Period 10 (01 April 2023 - 05 January 2024) Enterprise & Communities CATEGORY ANNUAL BUDGET PROJECTED OUT-TURN PROJECTED OUT-TURN VARIANCE % Page 154 of 178
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APPENDIX 3 [1] [2] [3] [5] [7] £ £ £ APS ROADS MAINTENANCE 12,352,284 12,352,284 0 0.0% BUSINESS SUPPORT GRANTS 3,873,901 3,873,901 0 0.0% HOMELESS SUPPORT FEES 1,380,920 1,380,920 0 0.0% PAYMENTS TO OTHER BODIES - GENERAL 1,404,078 1,388,614 15,464 FAV 1.1% Minor Variance PAYMENTS TO CONTRACTORS - ROADS MAINT 857,221 830,561 26,660 FAV 3.1% Minor Variance SUB-CONTRACTOR PAYMENTS 314,599 314,599 0 0.0% AGENCY FEES 280,904 437,789 (156,885) ADV (55.9%) Increased agency costs to cover key staff vacancies in difficult to recruit posts PUBLIC ANALYST FEES 267,000 279,286 (12,286) ADV (4.6%) Minor Variance PRIVATE SECTOR HOUSING GRANTS 176,000 176,000 0 0.0% TOTAL EXPENDITURE 20,906,907 21,033,954 (127,047) ADV (0.6%) ANALYSIS [4] NORTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report - Payments to Other Bodies Period 10 (01 April 2023 - 05 January 2024) Enterprise & Communities CATEGORY ANNUAL BUDGET PROJECTED OUT-TURN PROJECTED OUT-TURN VARIANCE % Page 155 of 178
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APPENDIX 4 Period 10 (01 April 2023 - 05 January 2024) Value % £000 £000 £000 £000 £000 £000 £000 £000 Service Specific Earmarked Reserves: Dilapidations 400 124 524 18 400 76.3% 0 0 400 Costs associated with leased in property disinvestment Office Rationalisation 500 0 500 500 500 100.0% 0 0 500 Costs associated with Office closures and new energy mgt system Enterprise Contract 1,224 0 1,224 478 620 50.7% 604 0 620 Ongoing set up cost for the Enterprise Contract Local Heat and Energy Efficiency Funding 75 0 75 0 75 100.0% 0 0 75 Consultancy spend for LHEES program Winter Reserve 1,500 0 1,500 0 1,500 100.0% 0 0 1,500 Contingency for significant winter event Open Space Strategy (temp Posts - Park Rangers) 113 0 113 87 113 100.0% 0 0 113 Temporary Staffing Housing Grants to owner occupiers 176 0 176 20 53 30.1% 123 0 53 Funding for Private Sector Grants Fleet - Grant for Lease Vehicles 118 0 118 91 118 100.0% 0 0 118 Grant funding for electric vehicles Bellshill Depot Eco hub 200 0 200 200 200 100.0% 0 0 200 Set up costs for Eco Hub Service Developments (fleet pressures inc hires) 739 0 739 84 84 11.4% 655 0 84 Contingency for increased fleet pressures Service Developments - Ash Dieback 300 700 1,000 41 41 4.1% 259 0 41 Works associated with removing ashdieback Protective Services Environmental Improvements 665 111 776 381 565 72.8% 0 100 565 Environmental Improvements Park Rangers 35 0 35 0 0 0.0% 25 10 0 Staffing costs Cemeteries increased demand Bothies 318 0 318 64 68 21.4% 250 0 68 Funding for works in cemetery bothies; extra cleaning/ waste and plant hire due to covid. Digital NL 1,960 0 1,960 735 735 37.5% 1,225 0 735 Digital Savings less income uplift and grant income received in advance of need HEEPS 0 591 591 0 0 0.0% 0 0 0 Energy Efficiency Schemes - contributions to current programme Rapid Rehousing 1,081 0 1,081 616 1,081 100.0% 0 0 1,081 Rapid Rehousing programme to tackle homelessness Homelessness 0 283 283 0 0 0.0% 0 0 0 Homelessness surplus 22/23 Renewables 200 0 200 0 100 50.0% 100 0 100 Maintenance of renewable heating systems Electrical Testing 600 0 600 497 600 100.0% 0 0 600 Electrical testing programme City Deal - Delburn Street / Manse Road 59 0 59 14 59 100.0% 0 0 59 Temporary Property costs as a result of capital programme Business Recovery 3,172 480 3,652 129 3,172 86.9% 0 0 3,172 Costs to support business recovery LUF Ravenscraig 26 0 26 0 26 100.0% 0 0 26 Costs assocaited with LUF bid Smithstone - Roadworks (former capital receipt) 150 0 150 17 17 11.2% 133 0 17 Roads works linked to former capital receipts Local Development Plan 150 137 287 0 150 52.3% 0 0 150 Set up cost to produce LDP Total 13,761 2,426 16,187 3,970 10,277 1504.6% 3,374 110 10,277 Reserves Required In Year Commentary Regards UsageDESCRIPTION OF EARMARKED RESOURCE Reserve Allocation 2023/24 Profiled in Future Years Approved Reserve Total Spend to Date Projected Spend Reprofile to Future Years No Longer Required FINANCIAL YEAR - 2023/24 NORTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report - Status of Earmarked Reserves Enterprise & Communities Page 156 of 178
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APPENDIX 5 Period 10 (01 April 2023 - 05 January 2024) £000 £000 £000 £000 £000 Savings 2021/2022 and 2022/23 EC10 Asset Management Rationalisation/Office Dis- investment. Assets & Procurement Solutions 800 385 415 Timing of Office Closures Ear Marked Reserve 415 0 EC37 Review of staffing within Business Housing Mgt 76 0 76 Delays in staff changes Vacancy savings within Service 76 0 CE05 Digital Savings Service Wide 1,960 50 1,910 Service working with Digital Team to identify oppotunities for savings Funding in advance of need / Ear Marked Reserve 1,910 0 Base Budget Savings 23/24 0 0 ECBB03 Income Generation Countryside Rangers Community Operations 22 0 22 Difficulties within NHS funding has forced a review of the provision of this service to them at present, and charging status. Other income over recoveries in this Service 22 0 ECBB04 Greenspace Income Community Operations 31 26 5 Small shortfall in income generation Other income over recoveries in this Service 5 0 ECBB19 Protective Community Operations 41 0 41 Timing Delays for VRS Vacancy savings within Service 41 0 TOTAL 2,930 461 2,469 2,469 0 Reasons for Savings Gap NORTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report - Challeging Savings Enterprise & Communities DESCRIPTION Value Revised Savings Gap CommentarySavings Gap APPROVED SAVINGS REPLACEMENT SAVING / FUNDING Ref. DESCRIPTION OF APPROVED SAVING DIVISION Target Value Value Deliverable Page 157 of 178
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref GT / VR / LC Date 14/02/24 HRA Capital Monitoring Report – 1 April 2023 to 5 January 2024 From Andrew McPherson, Depute Chief Executive 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 2023/24 HRA capital programmes. At this stage in the year the Mainstream programme is projected to fully spend. The New Build programme is projected to overspend by £1.884m. This is due to an acceleration within the programme for the site at Lorne Place, Coatbridge. Completion of phase 1 has been revised to November 2023 from the original 2024/25 target. Scottish Government Grant funding is anticipated to be under-recovered by £1.797m due to some projects being delayed. This results in an increase in borrowing of £3.681m. The Buy Back Programme is projected to overspend by £3.742m, this is mainly due to the average price of properties purchased and repairs being higher than anticipated, and a revised acquisition target from 100 to 130 properties. Recommendations It is recommended that the Housing Committee: (1) Acknowledges the financial position of the 2023/24 HRA Capital Programmes. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (25) Ensure intelligent use of data and information to support fully evidence based decision making and future planning Programme of Work Statutory / corporate / service requirement Item 11(a) Page 159 of 178
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1. Background Mainstream Working Programme 1.1 The Housing and Regeneration Committee on 10 May 2023 approved an outline mainstream programme for 2022/23 based on targeted expenditure of £60.882m. The overall programme is funded as follows: £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 New Build Programme 1.2 The 2023/24 working programme for new build is £59.995m, with 348 completions expected for the year and is funded as follows: £000 Prudential Borrowing 40,236 Capital Funded from Current Revenue (CFCR) 4,670 Scottish Government Grant 15,089 Total projected resources 59,995 Council Buy Back Schemes 1.3 As part of the 2023/24 Revenue Estimates, the budget provided for the continuation of both the Council’s Empty Homes Purchase Scheme (EHPS) and the Open Market Purchase Scheme (OMPS). This will allow approximately 100 properties to be brought back into Council use. 1.4 In addition to the EHPS and OMPS, the Mortgage to Rent scheme (MTR) was also added to the overall Council Buy Back scheme and is anticipating an additional 5 properties to be brought back into council use in 2023/24. 1.5 Funding requirements for 2023/24 for the Council Buy Back Scheme is made up as follows: £000 Prudential Borrowing 5,754 Scottish Government Grant Subsidy Income 4,000 296 Total projected resources 10,050 Page 160 of 178
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2. Report Mainstream Working Programme 2.1 A summary of the mainstream working programme and actual spend to 5 January 2024 (Period 10) is included within Appendix 1, highlighting that at this stage in the financial year: • £55.770m (92% of the working programme) has been legally committed; and • £40.661m (73% of the projected resources) has been spent. 2.2 Legal commitments are higher than historic trends (92% - 86%) and spend to date is slightly higher than previous years (73% - 63%). There is a projected minor overspend of £0.423m (0.76%) on the mainstream programme. This is fully offset by additional capital receipts so has no impact on the overall capital borrowing requirement. New Build 2.3 A summary of projected outturn spend on the new build programme is contained within Appendix 2. Projected spend totals £61.879m, an overspend of £1.884m, and is funded by Prudential Borrowing, CFCR and Scottish Government Funding. Funding from Scottish Government is less than projected due to some projects being delayed, and there will be an under-recovery of income of £1.797m. This results in an increase in borrowing of £3.681m. 2.4 There are currently eleven projects on site at Dykehead Road, Airdrie; Northburn Place, Airdrie; Former Orrs Building, Airdrie (off-the-shelf purchase); Castlehill Road, Wishaw; Glenacre Drive, Airdrie; Petersburn Road, Airdrie; Brandon Street, Motherwell; Lorne Place, Coatbridge (off-the-shelf purchase); Downfield Road, Cumbernauld (off-the- shelf purchase); Johnston Road, Gartcosh (Phase 2) (off-the-shelf purchase); and Gartferry Road, Chryston (off-the-shelf purchase). 2.5 Completion of the Former Orrs Building, Airdrie (off-the-shelf purchase) and Graham Street, Airdrie (Asset & Procurement project) are currently at risk, with a combined projected expenditure of £3.3m. Potential for completions and spend to move into the 2024/25 financial year. 2.6 A retendering exercise will be undertaken during this financial year for the contract at Laburnum Road, Viewpark, to demonstrate best value for money. 2.7 To date, 1,263 new build homes have been completed as part of the Council’s ambitious new supply programme of 5,000 new homes. Currently, 348 homes are under construction, with a total of 377 homes expected to complete during 2023/24. 2.8 Sites have been identified and approved at Committee for a further 1,272 homes across 33 sites, with site investigations, title checks and design development on these sites progressing. 2.9 The Council has appointed contractors and consultants who are progressing layouts and designs for several sites, with site investigations underway. Page 161 of 178
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Council Buy Back Scheme 2.10 A summary of projected outturn spend on the Council Buy Back Schemes is also contained within Appendix 2. Projected spend currently totals £15.920m collectively between the Council buy back schemes, £15.134m attributable to EHPS and OMPS and £0.786m to the MTR scheme resulting in an increase in spend of £5.869m. This is funded by Prudential Borrowing, Scottish Government Funding and Subsidy Income. The overspend is partially offset by a projected over-recovery in Scottish Government grant funding of £1.558m due to an increase in properties being purchased and £0.570m AHP funding. This reduces the overspend, resulting in an increase in borrowing of £3.742m. 2.11 To date, 113 properties have been brought back into use as affordable housing in 2023/24, with 130 properties expected to be acquired during this financial year. A Scottish Government grant contribution of £2.065m has been secured for 2023/24, with further funding to be made available depending on progress. 2.12 The final cost of borrowing will equate to a potential drawdown of £0.591m in 2023/24 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 – 2023/24 HRA Capital Programme – Mainstream Budget Monitoring Period 10 Appendix 2 – 2023/24 HRA Capital Programme – New Build / Council Buy Back Scheme Budget Monitoring Period 10 Andrew McPherson Depute Chief Executive Page 162 of 178
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Financial impacts are outlined throughout the report. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Page 163 of 178
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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? All activities undertaken by the Council are subject to risk, and in acknowledging the Council’s approved Risk Management Strategy, Services managed these as part of their overall corporate and service planning processes. The current economic climate, in particular, has the potential to impact upon the Council’s ability to provide quality services within the approved budget levels. To reduce other financial risks, this report was prepared by service based Finance personnel in consultation with budget managers, in accordance with the Financial Regulations 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 164 of 178
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Appendix 1 Page 165 of 178
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Appendix 2 Page 166 of 178
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref GT/JM Date 14/02/24 Enterprise & Communities – Capital Monitoring Report From Andrew McPherson, Depute Chief Executive E-mail telferg@northlan.gov.uk Telephone Greg Telfer, Business Finance Manager, 07583 010692 Executive Summary This report highlights the financial performance of 2023/24 Enterprise and Communities capital programme for the period ended 5 January 2024 (Period 10). In summary the Service has a total capital budget of £132.056m. At this stage in the financial year the service expects expenditure to be £1.314m lower than current programme. 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 2023/24 Enterprise and Communities capital programme. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (25) Ensure intelligent use of data and information to support fully evidence based decision making and future planning Programme of Work Statutory / corporate / service requirement Item 11(b) Page 167 of 178
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1. Background 1.1 Financial year 2023/24 is the third 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 2023/24 capital programme of £190.796m was approved by the Policy and Strategy Committee on 16 March 2023. The programme has since been increased by £22.403m relating to carry forwards from 2022/23 and reduced external funding £7.196m. Reprofiling of £55.049m to future years was approved at the Housing Committee on 30 August 2023 and then a reprofile of a further £19.098m was approved by Strategic Capital Delivery Group (SCDG) on the 8 December 2023. A further transfer between services of £0.200m was actioned. This results in a revised working capital budget of £132.056m. 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 10 the service is projecting that expenditure will be £1.314m less than budget for the current financial year. Capital budgets and expenditure are summarised into Project/Themes (see Appendix A). Assets & Procurement (On target) 2.2 There are several compensating variances between themes. Increased expenditure is anticipated with costs of £0.547m within Maintaining Existing Assets associated with additional school kitchen upgrades and Allanton toilet upgrade. Additional costs are also anticipated within Sustainable Estate (£0.194m), Early Learning and Childcare (£0.158m) and Demolitions (£0.109m). This increased spend is being offset by a timing delay in Carbon Management works which now span into next financial year (£0.611m), along with the ASN rationalisation theme (£0.497m) mainly in relation to the spend on Netherton, Children’s Houses and Seven Day Centre moving into the 2024/25 financial year. Community Operations (£0.722m less than budget) 2.3 Street Lighting is underspent by £0.728m due to a delay in the procurement for design works in street lighting meaning some installation works will fall into next financial year and also the LED Infrastructure works tender being less than originally forecast. Cemeteries is currently forecasting an overspend of £0.059m which is due to costs being higher than anticipated for St Patrick’s cemetery drainage works. Place (£0.592m less than budget) 2.4 Within City Deal, an in-year variance of £0.592m is projected following a probable out turn review on the complex multi-year programme. Page 168 of 178
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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 and will take current reprofile requests to Committee. 4. Supporting documentation 4.1 Appendix 1 Summary Expenditure by Project/Theme Andrew McPherson Depute Chief Executive Page 169 of 178
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The Service aims to operate within approved funding levels and utilise budget virements to support emerging issues and mitigate variances across budget heads. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ Page 170 of 178
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5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? All activities undertaken by the Council are subject to risk, and in acknowledging the Council’s approved Risk Management Strategy, Services managed these as part of their overall corporate and service planning processes. The current economic climate, in particular, has the potential to impact upon the Council’s ability to provide quality services within approved budget levels. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). Page 171 of 178
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If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 172 of 178
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Appendix 1 Enterprise & Communities Capital Programme 2023/24 Theme Expenditure Summary 1st April 2023 - 5th January 2024 (PERIOD 10) Thematic Category Revised Budget £ Actual £ Committed £ Uncommitted £ Projected Outturn £ Outturn variance £ ASSET & PROCUREMENT SOLUTIONS Maintaining Existing Assets - windows, re-roofing, re-wiring and condition survey works for the Council's building assets 13,534,353 10,090,052 13,667,335 414,480 14,081,815 (547,462) Carbon Management 3,487,206 674,278 2,674,278 201,508 2,875,785 611,421 Office Rationalisation 649,714 482,000 702,000 30,000 732,000 (82,286) Shared Campus 0 0 0 - 0 0 Leisure Development 1,611,390 972,269 1,574,420 36,390 1,610,810 580 Health & Wellbeing & Digital Classrooms 528,966 374,792 532,764 - 532,764 (3,798) Rationalisation including ASN & Social Work 1,209,337 519,779 693,287 19,204 712,491 496,846 Curriculum Development 500,008 410,195 410,195 25,338 435,533 64,475 Sustainable Estate 2,368,025 1,068,367 1,961,022 600,619 2,561,641 (193,616) Outdoor Education and Outdoor Spaces 631,824 453,418 519,738 91,856 611,594 20,230 Future Capital Receipts Investments 831,804 509,963 741,931 115,880 857,811 (26,007) Design Fees 1,279,147 1,307,955 1,352,539 - 1,352,539 (73,392) 1140 Early Learning and Childcare Expansion 299,878 104,741 458,021 - 458,021 (158,143) Demolitions 741,317 571,521 760,066 90,099 850,165 (108,848) TOTAL ASSET & PROCUREMENT SOLUTIONS 27,672,969 17,539,331 26,047,595 1,625,375 27,672,970 0 TOWN AND COMMUNITY HUBS Town and Community Hubs 21,041,405 17,306,139 20,378,145 663,259 21,041,405 0 TOTAL TOWN AND COMMUNITY HUBS 21,041,405 17,306,139 20,378,145 663,259 21,041,405 0 COMMUNITY OPERATIONS Contaminated Land and Pollution Control 301,752 189,385 217,224 84,528 301,752 0 Vehicle Replacement Programme 6,472,931 1,373,535 4,973,189 1,499,742 6,472,931 0 Depot Rationalisation and Investment 5,900,935 4,072,021 4,110,936 1,789,999 5,900,935 0 HWRC Equipment 269,923 131,132 131,132 138,791 269,923 0 Cemeteries/Tree Infrastructure 1,097,349 683,005 1,143,958 12,799 1,156,757 (59,408) Road Asset Management including street lighting, road improvements and gateway signage 11,922,578 7,767,829 10,650,360 544,471 11,194,830 727,748 Greenspace Infrastructure Health & Wellbeing 1,622,619 555,149 843,456 795,480 1,638,935 (16,316) Play Area Equipment and surface renewal 240,485 171,477 171,477 69,008 240,485 0 Bin rationalisation project and replacement 126,955 0 0 126,955 126,955 0 Replacement of Plant & Machinery 735,531 463,174 505,316 229,300 734,616 915 Parks Masterplans 1,321,385 606,091 938,155 314,145 1,252,300 69,085 TOTAL COMMUNITY OPERATIONS 30,012,443 16,012,797 23,685,201 5,605,218 29,290,419 722,024 PLACE Economic Regeneration 23,852,665 14,951,742 18,827,651 5,025,015 23,852,666 (1) City Deal 16,620,277 11,849,841 14,481,370 1,546,859 16,028,229 592,048 Enterprise Projects 1,067,099 636,320 667,352 399,747 1,067,099 0 Infrastructure & Transportation Improvements 11,711,858 7,204,516 10,765,290 946,568 11,711,858 0 Antonine Wall Project 30,103 0 0 30,103 30,103 0 TOTAL PLANNING & REGENERATION 53,282,002 34,642,419 44,741,663 7,948,292 52,689,955 592,047 HOUSING PROPERTY & PROJECTS Water Quailty / Ventilation 47,187 24,036 24,036 23,151 47,187 0 TOTAL HOUSING PROPERTY & PROJECTS 47,187 24,036 24,036 23,151 47,187 0 TOTAL ENTERPRISE & COMMUNITIES 132,056,006 85,524,722 114,876,640 15,865,295 130,741,936 1,314,071 YTD OUTTURN Page 173 of 178
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref JMcK/CPT Date 14/02/24 Contracts awarded below Committee approval threshold From James McKinstry - Chief Officer (Assets and Procurement) E-mail McKinstryJ@northlan.gov.uk Telephone 07939 281 102 Executive Summary In accordance with the Council’s General Contract Standing Orders (“GCSOs”), GCSO 21.10 requires a summary report be presented to members with details of contracts awarded since last committee, specifically for the spend range: • over £50,000 but below £500,000 for supplies or services; and, • over £500,000 but below £2,000,000 for works. Recommendations It is recommended that the Housing Committee: (1) Acknowledge the contract awards made since last committee reporting cycle. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Programme of Work Statutory / corporate / service requirement Item 12 Page 175 of 178
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1. Background 1.1 The Local Government (Scotland) Act 1973 section 81 requires local authorities to “…make standing orders with respect to the making by them or on their behalf of contracts for the supply of goods or materials or for the execution of works.”. 1.2 The Council’s General Contract Standing Orders (“GCSOs”) set out the council’s specific procurement procedures and responsibilities at all spend levels, and include the reporting requirements of procurement activity, including contracts awards, to committee for either approval or acknowledgement. 2. Report 2.1 In accordance with GCSO 21.10, this report summarises the contract awards since last committee, specifically for the spend range: • over £50,000 but below £500,000 for supplies or services; and, • over £500,000 but below £2,000,000 for works. 2.2 If you require further information regards the contract awards reported, please refer to the lead service area / Chief Officer detailed in the appendix. 3. Measures of success 3.1 All requirements contracted contribute to either the council’s programme of work and/or fulfil a statutory requirement. 3.2 All contract awards secure best value for the council in accordance with their evaluation criteria. 3.3 All necessary diligence has been undertaken in the evaluation and appointment of contractors. 3.4 All contract awards are logged in the council’s contract register. 4. Supporting documentation 4.1 Appendix 1 – Summary of contracts awarded. James McKinstry Chief Officer (Assets and Procurement) 5. Impacts 5.1 Impacts considered as part of the contract award procedures are recorded in the individual contract award reports held by the lead service area. Page 176 of 178
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Appendix 1 – Summary of Contracts Awarded Contract Ref NLC-SLP-23-072 Title RAAC Structural Surveys to Various Domestic / Non-Domestic properties within North Lanarkshire Council (HO MR 23 060) Classification Services - Standard Lead Service Area / Chief Officer Brian Lafferty, Chief Officer (Housing Property Services) Competition Governance The Framework terms & conditions, with adherence to the council’s GCSO 13 on 3rd party frameworks Procurement Route Direct Award, Call-off from a 3rd Party Framework No. of Framework Contractors 6 Award Criteria In accordance with the Framework Information Evaluation Scores – Successful 77.24% (rank 1, highest scoring Contractor) Evaluation Scores – Unsuccessful 71.89% - 66.49% (rank 2 to rank 6) Comments This call-off was made using the City of Edinburgh’s Professional Services Framework, Lot 7 Structural and Civil Engineering Services. The Framework call-offs operate by tender rank; this requires the buyer to select the Contractor based in order of the highest scores achieved at entry point to the Framework, subject to the capability and capacity of the Contractor to meet the buyer’s requirements. For this call- off, the award justification was the highest scoring / rank 1 Contractor. Award Details Value £250,000 Contract Duration 12 months with option to extend by a further 12 months Contractor Name G3 Consultants Engineers Ltd Contractor Size SME Contractor Location Glasgow Status - Payment of Living Wage? Yes Status - Living Wage Accredited? Yes Impacts this section highlights which impacts were considered for this contract award procedure Public Sector Equality Duty and Fairer Scotland Duty ☐ HR Policy Impact ☐ Data Protection Impact ☐ Environment / Carbon Impact ☐ Risk Impact ☒ Children’s Rights and Wellbeing Impact ☐ Financial Impact ☒ Legal Impact ☐ Technology / Digital Impact ☐ Communications Impact ☐ Armed Forces Covenant Duty ☐ Further details regarding these impacts can be obtained from the Lead Service Area / Chief Officer Page 177 of 178
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