Agenda Document Pack - Housing Committee - 12/02/2025
North Lanarkshire Council · 12 February 2025
Back to Housing Committee — 12 February 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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3 February 2025 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, 12 February 2025 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: Clare Louise McDonald Clerk Telephone: 07350 435308 Clerk Email: committee@northlan.gov.uk M McPake, A Bustard, H Brannan-McVey, G Brennan, B Burgess, T Carragher, M Coyle, S Coyle, P Di Mascio, H Dunbar, T Fisher, F Fotheringham, H Gray, K Harmon, J Jones, J Keltie, A Khan, K Larson, J Leckie, G Lennon, J Logue, F MacGregor, M McCulloch, F McKay, R McKendrick, C McManus, A McVey, L Mitchell, L Nolan, P Patton, C Quigley, J Reddin, G Robinson, N Shevlin, A Smith, A Stubbs, L Stubbs, R Sullivan, J Toner, S Watson. Page 1 of 198
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Agenda 1 Declarations of Interest In Terms of the Ethical Standards In Public Life Etc. (Scotland) Act 2000 Operational 2 Ministerial response to correspondence on the five week wait for Universal Credit assistance Submit report by the Chief Officer (Housing) attaching the ministerial response received on the 13 January 2025 to the letter sent by the Convener of the Housing Committee and the Leader of the Council on the 2 September 2024. 7 - 16 3 New Supply Programme - Open Market Purchase Scheme Submit report by the Chief Officer (Place) providing an update on the progress of the Open Market Purchase Scheme. 17 - 24 4 New Supply Programme – Programme Expansion Submit report by the Chief Officer (Place) providing an update on a review carried out to identify opportunities for the potential expansion of the New Supply programme. 25 - 36 5 Local Housing Strategy Annual Progress Report Submit report by the Chief Officer (Housing) advising of the progress made in delivering the strategic priorities and actions set out in the Local Housing Strategy 2021-2026. 37 - 92 Financial 6 Housing Outline HRA Capital Programme 2025/26 Submit report by the Chief Officer (Housing) seeking approval of the mainstream Housing Capital Programme (excluding new supply) for 2025/26. 93 - 104 Page 3 of 198
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7 HRA Capital Monitoring Report - 1 April to 6 December 2024 Submit report by the Depute Chief Executive reviewing the progress towards agreed spending plans within the 2024/25 HRA capital programmes. 105 - 112 8 Enterprise and Communities - Capital Monitoring Report Submit report by the Depute Chief Executive highlighting the financial performance of 2024/25 Enterprise and Communities capital programme for the period ended 3 January 2025 (Period 10). 113 - 120 9 Revenue Monitoring Report - Enterprise and Communities Submit report by the Depute Chief Executive summarising the financial performance of the Enterprise and Communities service for the period 1 April 2024 to 3 January 2025 (Period 10) and illustrating the provisional outturn as at 31 March 2025. 121 - 134 10 Revenue Monitoring Report - Housing Revenue Account Submit report by the Depute Chief Executive summarising the Housing Revenue Account financial performance for the period 1 April 2024 to 3 January 2025 (Period 10). 135 - 142 11 Former Tenant Arrears Write Off to 31 March 2023 Submit report by the Chief Officer (Housing) providing 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. 143 - 148 12 New Housing 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. 149 - 156 Contracts Page 4 of 198
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13 Contract Award for Garden Assistance Scheme and Ad-hoc Garden Works 2025-2028 Submit report by Chief Officer (Housing) seeking approval to award the contract for Garden Assistance Scheme & Ad-Hoc Garden Works 2025 - 2028. 157 - 170 14 Homologated Contract Award for Jackson Court Demolition Submit report by the Chief Officer (Housing) informing of action taking by the Depute Chief Executive to award the contract for the demolition of Jackson Court to Dem-Master Demolition Ltd. 171 - 182 15 Homologated Contract Award for the Provision of Retrofit and Contractor Design Appraisal Consultancy Services for Re-Roofing, Re- Rendering and Energy Efficiency Works Submit report by the Chief Officer (Housing) informing of action taking by the Depute Chief Executive to award the contract for The Provision of Retrofit and Contractor Design Appraisal Consultancy Services for Re-Roofing, Re-Rendering and Energy Efficiency Works to ECD Architects Limited. 183 - 194 16 Contract Awarded Below Committee Approval Threshold Submit report by the Chief Officer (Assets and Procurement) summarising the contract awarded since the last meeting of the Committee. 195 - 198 EXCLUSION OF PUBLIC The Sub-Committee is asked to consider passing the following resolution: "That under Section 50A(4) of the Local Government (Scotland) Act 1973, the public be excluded from the meeting for the following item of business on the grounds that it involves the likely disclosure of exempt information as defined in paragraphs 2 and 4 of Part 1 of Schedule 7A of the Act". 17 Reinforced Autoclaved Aerated Concrete (RAAC) - Housing Submit report by the Chief Officer (Housing) providing an update on the activities undertaken to identify Reinforced Autoclaved Aerated Concrete (RAAC) within the Council’s housing stock. Page 5 of 198
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18 Transforming Places – Coursington Towers Demolition Submit report by the Chief Officer (Housing) providing an update on the options considered and the recommended methodology for demolition of Coursington, Allan and Draffen Towers, Motherwell. Page 6 of 198
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref SL/MK Date 12/02/25 Ministerial response to correspondence on the five week wait for Universal Credit assistance From Stephen Llewellyn, Chief Officer (Housing) E-mail llewellyns@northlan.gov.uk Telephone 07939280680 Executive Summary A decision was made at Housing Committee on 28 August 2024 that the Housing Convener and Leader of the Council would jointly write to the UK Government Chancellor of the Exchequer and the Secretary of State for Work and Pensions to request that the waiting period for Universal Credit, following successful application is removed, and Universal Credit payments are started immediately in order to remove the significant stress and worry experienced by constituents across North Lanarkshire who are claiming or migrating to Universal Credit, and to allow the Council to reallocate resources to other areas. This report provides an update on the ministerial response received on the 13 January 2025 to the correspondence sent by the Convener of Housing and the Leader of the Council on the 2 September 2024. Recommendations It is recommended that the Housing Committee: (1) Acknowledge the ministerial response received from the Minister of State for Social Security and Disability, the Rt Hon Sir Stephen Timms. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (11) Increase economic opportunities for adults by understanding, identifying, and addressing the causes of poverty and deprivation and barriers to financial inclusion Programme of Work Statutory / corporate / service requirement Item 2 Page 7 of 198
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1. Background 1.1 A decision was made at Housing Committee on 28 August 2024 that the Convener of Housing and the Leader of the Council would jointly write to the UK Government Chancellor of the Exchequer and Secretary of State for Work and Pensions to request that the waiting period, following successful application is removed, and Universal Credit payments are started immediately in order to remove the significant stress and worry experienced by constituents across North Lanarkshire who are claiming or migrating to Universal Credit, and to allow the Council to reallocate resources to other areas. 2. Report 2.1 The Convener of Housing and the Leader of the Council wrote to the UK Government Chancellor of the Exchequer and Secretary of State for Work and Pensions on the 2 September 2024 highlighting the adverse impact of this policy and requesting the waiting period is removed. 2.2 This correspondence set out that full local transition to Universal Credit is expected to be realised in North Lanarkshire over the next two years and that despite many positive initiatives to tackle poverty, reduce employment activity and generate income, communities continue to experience financial hardship. It sets out that the five week wait for Universal Credit compounds financial hardship, increases vulnerability and pushes more people into debt, which in turn increases requests for assistance and support from the Council. This correspondence is attached as Appendix 1 to this report. 2.3 An official ministerial response to this correspondence was received on the 13 January 2025 from the Minister of State for Social Security and Disability, to whom the correspondence was passed for response. 2.2.1 The response sets out a commitment to conduct a review of Universal Credit as set out in the election manifesto and that intentions for this will be set out shortly, which will include the matters highlighted in relation to the five week wait contained within the correspondence from the Convener of Housing and the Leader of the Council. 3. Measures of success 3.1 Poverty and financial hardship are reduced so people in North Lanarkshire can thrive and prosper. 4. Supporting documentation 4.1 Appendix 1 – Correspondence from the Convener of Housing and the Leader of the Council sent to the UK Chancellor of the Exchequer and the Secretary of State for Work and Pensions. 4.2 Appendix 2 – Ministerial response. Page 8 of 198
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Stephen Llewellyn Chief Officer (Housing) Page 9 of 198
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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? The five week wait policy has socio-economic impact and there are equalities impact due to people who share some protected characteristics being more at risk of experiencing poverty. However, this report has no specific impacts – this matter is devolved to Uk Government. 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 Page 10 of 198
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Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Similar to what is set out above in section 5.1 there are specific impacts for children and families arising from the five week wait for Universal Credit. However, this specific report contains no specific impacts. 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? Page 11 of 198
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Yes ☐ No ☐ Page 12 of 198
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Appendix 1 – Correspondence from the Convener of Housing and the Leader of the Council Page 13 of 198
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Appendix 2 – Ministerial Response Page 15 of 198
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref PH/FD Date 12/02/25 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 034779 Executive Summary The purpose of this report is to update the Housing Committee 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. This report aims to highlight the scheme’s progress, emphasising its impact and the benefits achieved. Recommendations It is recommended that the Housing Committee: (1) Review the report’s contents and acknowledge the Open Market Purchase Scheme’s performance in helping to increase housing supply and improve stock condition. (2) Acknowledge recent progress regarding acquisition of 99 Stanhope Place, Gowkthrapple, as set out in section 2.8. (3) Acknowledge that 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 3 Page 17 of 198
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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. 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 395 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. Due to overwhelming demand for the scheme in 2023/24, the target of 100 properties was surpassed with 126 homes purchased. 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 popular with over 3430 enquiries/applications. Staff also proactively engage with Estate Agents throughout all regions of North Lanarkshire. As at 23/12/24, 60 properties have been purchased, against a target of 100 properties. A further 24 properties are with Legal for conveyancing. The locations of the properties purchased are outlined below: 2023/24 2024/25 Area Number of Properties Area Number of Properties Airdrie 41 Airdrie 10 Bellshill 5 Bellshill 4 Coatbridge 23 Coatbridge 15 Cumbernauld 6 Cumbernauld 4 Kilsyth 5 Kilsyth 1 Page 18 of 198
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Moodiesburn 8 Moodiesburn 1 Motherwell 15 Motherwell 9 Shotts 5 Shotts 2 Viewpark 3 Viewpark 3 Wishaw 15 Wishaw 11 Total 126 Total 60 2.2 Apartment size by area: 2 Apartment - 1 bedroom 3 Apartment - 2 bedroom 4 Apartment - 3 bedroom 5 Apartment - 4 bedroom Airdrie 2023/24 6 17 17 1 2024/25 1 5 4 0 Bellshill 2023/24 1 4 0 0 2024/25 1 3 0 0 Coatbridge 2023/24 3 11 9 0 2024/25 1 5 8 1 Cumbernauld 2023/24 0 2 4 0 2024/25 1 1 2 0 Kilsyth 2023/24 2 1 1 1 2024/25 0 1 0 0 Moodiesburn 2023/24 2 4 2 0 2024/25 0 1 0 0 Motherwell 2023/24 0 5 10 0 2024/25 1 6 1 1 Shotts 2023/24 0 4 1 0 2024/25 0 1 1 0 Viewpark 2023/24 0 3 0 0 2024/25 1 2 0 0 Wishaw 2023/24 2 10 3 0 2024/25 2 6 3 0 2.3 Of the properties purchased in 2024/25, a total of 21 properties are classified as long- term empty properties. Additionally, 14 properties have been purchased through the Open Market Purchase Scheme, which, in practice has been consolidated into a unified Page 19 of 198
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scheme. All the purchased properties are former council or Development Corporation properties. 2.4 The expansions of the Open Market Purchase Scheme have broadened the scope for acquiring properties across the market. Of the 60 properties purchased in 2024/25, 6 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. Furthermore, 19 properties have been purchased from Landlords, with their private tenants becoming council tenants. 2.5 Of the applications received in 2024/25, 16% have been from Landlords, highlighting their continued interest in 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. 2.6 The properties purchased in 2024/25 can be categorised according to the following routes: Route to Scheme Total Properties Empty Homes Purchase Scheme (EHPS) 21 Open Market Purchase Scheme (OMPS) 14 OMPS – Last owner in block 6 OMPS – Landlord 19 2.7 The OMPS has proved a cost-effective way of increasing the councils housing supply since inception. However there has been a reduction in applications in 2024/25. Alternative ways to raise awareness and promote the scheme are being implemented in addition to exploration of further options to expand the scheme. This is necessary to ensure that acquisition levels projected can be delivered. An advertising campaign is scheduled for early 2025 to increase application figures, which includes the dissemination of postcards to public spaces, a promotional video/animation which can be used across all media platforms and boosted social media posts. Any proposed expansion of the scheme will be subject to a future report to Committee. 2.8 Within the first phase of the re-provisioning programme, 6 owners were identified for acquisition. As at 20/01/25, all 6 owners have now sold their properties to the council, including the property at 99 Stanhope place, Gowkthrapple, which was subject to compulsory purchase order. 2.9 Within the second phase of the re-provisioning programme, 19 properties have been identified for acquisition. As at 20/01/25, 3 properties have been acquired through the programme with negotiations continuing with owners of the remaining properties. 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 20 of 198
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4. Supporting documentation No appendices Pamela Humphries Chief Officer (Place) Page 21 of 198
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? A budget of £11.806m based on 100 properties has been allocated in 2024/25 to fund the purchase and repair of properties through the Open Market Purchase Scheme which includes a contribution of £3.194m from the Scottish Government. As at 6th December 2024, £6,050,658 has been spent on acquisition and repair, and £3,480,714 has been committed. The average purchase price of the properties acquired in 2024/25 is £89,178 and average repairs cost is £25,668. 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 any proposed extension of the Open Market Purchase Scheme will be met from the HRA as part of the budget provision for the New Supply Programme. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts 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? Page 22 of 198
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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? 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. 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 23 of 198
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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 24 of 198
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref PH/JS Date 12/02/25 New Supply Programme – Programme Expansion 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 Committee on a review carried out to identify opportunities for potential expansion of the New Supply programme and to explore alternative tenure options to support economic and population growth. Recommendations It is recommended that the Housing Committee: (1) Acknowledge the external factors that could affect delivery of the new supply programme. (2) Approve the proposal to increase the new supply target to 6,000 homes by 2035, while noting the financial implications of increasing the programme and the dependency on continued Scottish Government grant funding as set out in section 2.3. (3) Recognise that acquisitions made through the Open Market Purchase Scheme(OMPS) are a crucial component of delivering the new supply target and that further expansion of the OMPS criteria is being explored. (4) Acknowledge the need for mid-market rented homes and the contribution that mid- market rented homes makes to meeting broader housing needs as well as wider council objectives. (5) Acknowledge that Airdrie has been identified as a potential pilot area to progress council delivery of mid-market rented homes and that a report will be submitted to Committee in cycle 3 with details of the proposed pilot. 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 4 Page 25 of 198
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1. Background 1.1 In May 2018, Committee approved proposals to increase the new supply programme by delivering 5,000 homes by 2035. This was strategically linked to the re-provisioning of all tower blocks (4,600 flats) over 20 years. It was estimated that around 2,300 new homes (50%) would be built on the sites of the tower blocks following their demolition. The target also included an assumption that the council would purchase homes through the Empty Homes / Open Market Purchase Scheme (OMPS) which was expanded further in 2023 to include private landlord properties with the aim of protecting vulnerable tenants at risk of homelessness. 1.2 In May 2024, the Scottish Government announced a housing national emergency due to a range of factors including a shortage of affordable housing, rent increases in the private sector and high interest rates. At the time of writing, thirteen of Scotland’s 32 councils have now declared a housing emergency. There is no standard definition of what constitutes a housing emergency although common themes such as pressure on homelessness services, high numbers of households in temporary accommodation and a lack of affordable homes compared to waiting lists, are known factors. 1.3 Due to the implementation of mitigating measures, North Lanarkshire Council have not announced a housing emergency of its own, however pressures remain. Homelessness has increased in North Lanarkshire over the past two consecutive years, increasing by 13% and 16% over 2021/22 – 2022/23 and 2022/23 - 2023/24 respectively. This compares to a 9% and 4% increase nationally. This is set within a context of rising pressure for social rented homes. Analysis of housing demand in North Lanarkshire indicates increasing pressure over the past three-year period, rising from just over 3 applicants per social rented allocation in 2021/22 to around 4 applicants in 2023/24. Further analysis shows that pressure is highly variable in North Lanarkshire, with pockets of high pressure in Cumbernauld, Viewpark, Coatbridge and Bellshill and lower than average pressure in other areas, such as Shotts, Wishaw and Kilsyth. This is set within the backdrop of a wider complex and currently challenging housing landscape in which wider factors all impact on different parts of the housing market. Changes to policy and legislation which impacts on the private rented sector and cost of living factors are all contributing factors to rising social rented housing pressure and increasing need for other intermediate tenure housing, as an alternative housing option to the private rented sector. 1.4 In August 2024, Committee approved the Strategic Housing Investment Plan (SHIP) 2025/26 -2029/30 which identifies affordable housing priorities that support the delivery of the Local Housing Strategy. Committee also received an update on the availability of Affordable Housing Supply Programme (ASHP) grant funding which in 2024/25, had decreased by £8.03m for North Lanarkshire and £196m (26%) across the 32 local authorities, when compared to the previous years’ allocation. In September 2024, an additional £40m was added to the AHSP programme with North Lanarkshire receiving £673k. The Scottish Government has announced its intention to restore its affordable budget to £768m for 2025-26, however, allocation of future AHSP grant funding to support the council’s programme remains reliant on funding priorities set by the national parliament. 1.5 The SHIP sets out a commitment for the council to explore and deliver a broader range of housing options to diversify housing, create sustainable communities and attract people to live and work in North Lanarkshire, boosting population and economic growth, whilst meeting housing needs. Page 26 of 198
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1.6 In November 2024, Committee received an update which outlined that the new supply programme had achieved 46% towards its overall target of 5,000 homes by 2035 and approved targets for delivery of the programme up to 2035. The programme has continued to deliver homes in the intervening period and to date, 1581 new build homes have been completed, including a record 335 homes in 2023/24, the second highest number of social rented completions in Scotland. This update also provided a breakdown of the delivery mechanisms utilised to achieve these figures such as traditional new build, off the shelf acquisitions and properties purchased via the Open Market Purchase Scheme, which has facilitated the acquisition of 812 properties to date. 1.7 As part of the HRA Budget Motion approved by Council on 19th December 2024, it was agreed that officers should explore the council’s capacity to increase the new supply target and submit a report to a future Housing Committee for consideration. 2. Report 2.1 As Committee will be aware, the new supply programme is currently one of the largest new build programmes in the country and performs a critical role in helping the council achieve not only the strategic outcomes noted in the Local Housing Strategy, but also key deliverables within the Transforming Places Programme of Work Delivery Plan, and Economic Regeneration Delivery Plan, to help meet housing need and support regeneration of our town centres and communities. 2.2 As agreed as part of the Budget Motion, officers have undertaken a review of the new supply programme to identify opportunities to increase the current target of 5,000 homes by 2035, whilst acknowledging the current challenges and risks to programme delivery. Members will be aware of the challenges currently facing not only the housebuilding market but the construction industry at national level with high levels of volatility, particularly in terms of costs, material & labour, and availability of competent contractors to support delivery of our projects. Through our various procurement strategies, officers have been able to mitigate many of these factors to ensure positive performance of the programme to date, however the market remains susceptible to the impact of global events such as financial downturn, continued conflict abroad and high inflation rates. 2.3 Given the positive progress noted in section 1.6 of the report, initial findings from the financial review have demonstrated that the programme could increase from 5,000 homes to 6,000 homes by 2035. This would be delivered by the range of mechanisms currently used such as new build, off the shelf purchases and acquisitions from the open market. It should be noted that this increase is dependent on continuity of grant funding via the Scottish Government’s Affordable Housing Supply Programme. 2.4 Its envisaged that as the reprovisioning programme continues, several sites will become available for new build housing development. A desktop analysis on the agreed phase 2 sites is in progress to determine the site capacity and the potential for new homes. A similar exercise will be carried out once the phase 3 sites are identified and agreed. 2.5 Rationalisation of both the school and wider estate also present potential opportunities for new build housing developments and collaborative working between corporate and housing teams continues. Advantages of converting former school sites to residential are clear with many located in the heart of the community and have existing Page 27 of 198
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infrastructure such as drainage and incoming services in place that can potentially be utilised. 2.6 The council’s affordable housing policy continues to present opportunities to purchase direct from developers in the Cumbernauld sub-market area. Key sites such as the CGA development are now progressing to site delivery phase, increasing the council’s stock in these areas and creating multi tenure developments. The council’s Pathfinder scheme also presents opportunities to purchase properties from other areas within North Lanarkshire including key regeneration areas such as Ravenscraig. 2.7 The Local Development Plan - Delivery Programme sets out the available housing land supply across North Lanarkshire with active sites under construction, unimplemented sites and sites allocated without permissions in place. Across North Lanarkshire there are 69 sites, in our land supply, with unimplemented planning permission that could deliver 8,266 homes. In addition, there are 61 sites allocated for housing with capacity for 3,455 further homes for which the owner or developer has not sought planning permission. Early engagement with developers will take place to identify off the shelf opportunities to supplement our new build delivery programme. 2.8 The Open Market Purchase Scheme has proved a cost-effective way of increasing the council’s housing supply since inception. However there has been a reduction in applications in 2024/25. Alternative ways to raise awareness and promote the scheme are being implemented in addition to exploration of further options to expand the scheme. This is necessary to ensure that acquisition levels projected can be delivered and to help support delivery of council investment programmes, including Energy Efficiency improvements, by securing full council ownership of flatted blocks. 2.9 Evidence from Housing Need and Demand Assessments suggests that there is need and demand for intermediate tenure housing, particularly mid-market rent. Mid-market rent describes homes where rents are above levels set for social housing but below average rents achieved on the market. In Scotland, mid-market rents are typically linked to the Local Housing Allowance (LHA) for the area. Under current grant arrangements councils are eligible for £57,281 in subsidy for every new mid-market rented home, although it is not possible to fund delivery of MMR from the Housing Revenue Account. Mid-market rented homes are targeted at households in employment with modest incomes and provide an attractive stable and high-quality alternative to the private rented sector for households struggling to afford market rents who would not ordinarily receive high priority on social housing waiting lists. 2.10 Mid-market rented housing enables councils to meet a broader range of housing need and aspiration and its provision, particularly in North Lanarkshire’s town centres, will contribute to a range of strategic housing, regeneration and economic development objectives. This is recognised in both North Lanarkshire’s Local Housing Strategy (which identifies delivering mid-market rent as a key strategic action) and the area’s Economic Regeneration Delivery Plan. They form an important part of the solution in addressing the housing needs of key workers and increase the range of housing options available, helping attract and retain new households to North Lanarkshire, which will stimulate economic growth through increased spending in the local economy, council tax revenue and the creation of jobs. 2.11 To date 99 mid-market rented homes have been delivered by Registered Social Landlords in North Lanarkshire. The council has been exploring the feasibility of direct delivery and has identified Airdrie town centre as a pilot area to deliver mid-market rented homes. Work is well underway to develop a business case, including identifying an appropriate delivery vehicle and funding requirements, working in partnership with Page 28 of 198
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the Scottish Government and the Scottish Futures Trust. It is intended that the proposals for development of a MMR pilot will be subject to a future report to Committee in cycle 3. Financial Considerations 2.12 The existing target of 5,000 new supply units by 2035 is currently committed and reflected within the HRA 30-year business model. The programmed work and associated cost pressures are reviewed annually as part of the HRA Revenue Estimates and will now be incorporated within the HRA Medium Term Financial Plan to ensure the costs are included in any Rent Level considerations by members. The model has been reviewed to estimate the additional cost to the HRA should the target be increased to 6,000 within the same timeframe. The costs associated with the additional 1,000 units will be compared for illustrative purposes against the existing assumed costs for the 5,000 units over the ten years to the completion target date of 2035/36. 2.13 The additional costs are dependent on a number of variables, each of which has the potential to impact the estimated costs significantly should they differ from what is assumed. The following assumptions have been made based on the most up to date information known at the time of writing: • It is understood that that the investment in repairs and the new supply programme is well received by residents and with little scope for making financial savings within the HRA other than these areas, it is assumed that budget shortfalls will be funded through rent increases. This means that the value of the rent base is assumed to increase year on year, thus reducing the cost pressure in future years. • It is assumed that a maximum of 120 properties will be acquired each year through the Buy Back programme, attracting capital grant. The balance will therefore be made through New Build programmes. • The Scottish Government Draft Budget announced the reversal of their intention to reduce the grant funding available through the Affordable Housing Supply Programme for 2025/26 only. It is therefore assumed that the New Build Grant levels will be reduced from 2026/27 onwards. • Capital Financed from Current Revenue (CFCR) will continue at the current level. • The profile for acquisition assumes an additional 20 units through buy Back with the balance from new build properties increasing from 2028/29 onwards. • Additional costs associated with the increased number of housing units including additional repair costs have been factored into the model. • The costs associated with each type of acquisition are assumed to be: Page 29 of 198
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2.14 Capital Cost It is anticipated that the capital cost of acquiring an additional 1,000 units by 2035/36 will be c.£261m and is expected to be funded through a combination of Scottish Government capital grant and additional borrowing by the HRA. Due to restricted annual grant availability, the net borrowing cost will peak in 2035/36 at c.£248m however additional funds can be claimed retrospectively in later years reducing the total net borrowing associated with the additional units to c.£171m. 2.15 Revenue Impact Each £1m of borrowing for capital investment results in c.£0.060m of recurring revenue costs to the HRA the following year. Over the 10 year period of 2027/28 to 2036/37, additional loan charges of £69.664m are expected to be incurred, however this cost will largely be offset by additional rental income from the increased number of units c.£40.740m and further from the recurring impact of rental increases c. £27.140m (based on the assumption that shortfalls in funding will be met from rent increases rather than from savings or additional funding). In addition, due to the increased stock levels it is anticipated that further revenue costs will be incurred to ensure the upkeep of the properties through routine repairs. A further £5.283m is therefore assumed over the same 10-year period. As a result, it is expected that the HRA will have a further budget gap of c.£7.454m over this ten-year period. Should the cost pressures not be met by annual rent increases then one off funding of £45.032m would be needed for the period 2028/29 to 2040/41. 2.16 Impact on Tenants It is assumed that any budget gap for the HRA will be met through increases to rent. The following provides a comparison of rent increases required and the equivalent average rent values between the 5,000-unit target and the potential increased target of 6,000 units. In the initial years, there is a positive impact on the rent increase requirement due to the profiling of acquisitions i.e. less expensive buy back acquisitions with annual rental income akin to cost of borrowing. Once borrowing levels increase around 2029/30, more significant rent increases are required however in comparison to the existing 5,000 units this is a minor change. £000 Buy Backs New Build Acquisition Cost 114 250 External Grant 40 104 Borrowing 74 146 Annual Loan Charges 4 8 2024/25 Rental Income 5 6 Total Repayable 168 335 Cost Recovery Period (principal) 12 Years 17 Years Cost Recovery Period (Principal and interest) 22 Years 28 Years Page 30 of 198
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2.17 Financial Risk The proposal would result in a significant increase to borrowing levels which is subject to potentially volatile interest rates. Acceptance of this risk would be a long-term commitment over the 40-year repayment period. 2.18 Debt per property is currently c.£15,935 with the current 5,000-unit target expected to increase this to £53,886 by 2036/37. The proposed additional 1,000 units would increase this further to £58,890. As loan charges on borrowing are non-controllable, this could reduce the Councils ability to respond to changes effectively in the future and expose tenants to higher costs if variables were to differ from assumptions. 2.19 Local Housing Allowance (LHA) is the rate used to work out the maximum benefit which a tenant can claim to assist with housing costs. The financial forecast anticipates sustained rent increases of on average of 5% per annum. Future LHA uplifts are not known and therefore there is potential risk that rent charges could exceed the LHA rate. 2.20 Although not significant from the original target of 5,000 units, the affordability of this proposal would be dependent on members appetite to impose and sustain rent increases in excess of 5% per annum. 2.21 In summary, subject to continued availability Scottish Government funding and future rent increases, it is estimated that the current programme could be increased to 6,000 homes which will further help meet the needs of our communities and contribute to the delivery of The Plan for North Lanarkshire. It’s also recognised a diverse tenure mix is beneficial to the council, particularly in the case of mid-market rent, whereby those on low and modest incomes can access affordable rented accommodation, whilst contributing to the wider economy. The proposed MMR pilot project within Airdrie town centre, although requiring funding from General Services and/or other external sources, will provide various benefits in identifying areas of potential risk, improvements and stakeholder engagement, prior to rolling out on a larger scale within our town centres. 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 increase the councils housing supply. Page 31 of 198
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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 Pamela Humphries Chief Officer (Place) Page 32 of 198
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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 supply programme helps support delivery of the seven strategic outcomes of the local housing strategy whilst meeting the statutory requirements and contributing to national priorities and targets. 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 new supply programme is funded through a combination of prudential borrowing, capital funding, Scottish Government grant funding and subsidy income. The affordability of both the new supply and OMPS are reviewed each year and incorporated into the 30-year Business Plan. Grant funding for new build is £104,353 per unit, based on a 3-person equivalent as well as additional grant funding available for additional quality measures and renewables. The OMPS can secure between £30k-£50k in grant funding per property based on acquisition cost. The Affordable Housing Supply Programme (AHSP) budget for 2025/26 has increased by £768m, however, this is a rise of 2% compared to 2023/24’s budget of £752m. North Lanarkshire’s allocation for 2025/26 is yet to be announced and expected at the start of the financial year. The level of funding beyond 2025/26 is uncertain at this stage and will be subject to national priorities. Financial implications of reduced future funding is being closely monitored and any potential impact on the delivery of the council’s programme will be reported to Committee. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Page 33 of 198
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Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☒ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☒ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The new supply programme has been considered through the Strategic Environmental Assessment (SEA) as required by the Environmental Assessment (Scotland) Act 2005and there are no major issues of relevance identified. All new homes are built to the current technical standards or higher. 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 new supply programme is promoted via the strategic PR plan with Corporate Communications with Local Members and other key 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? Page 34 of 198
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The councils Risk Management Strategy 2023- 2026 is adopted at both a service and project level basis for delivery of the new supply programme. This incorporates risk management governance, structure and methodology which are reviewed at regular intervals. 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 35 of 198
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref SL/ MK/ AMcG Date 12/02/25 Local Housing Strategy Annual Progress Report From Stephen Llewellyn, Chief Officer, (Housing) E-mail llewellyns@northlan.gov.uk Telephone 07939280680 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 third annual progress review since the strategy was approved. Recommendations It is recommended that the Housing Committee: (1) Acknowledge the progress made to date in delivering the actions set out in the Local Housing Strategy 2021-2026. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Programme of Work Statutory / corporate / service requirement Item 5 Page 37 of 198
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1. Background 1.1 The Housing (Scotland) Act 2001 places a statutory requirement on local authorities to produce a Local Housing Strategy (LHS) that sets out its strategy, priorities, and plans for the delivery of housing and related services. 1.2 Local authorities are expected to review progress annually and to submit a copy of the review to the Scottish Government More Homes Area Team. The review must also be made available on the council’s website. 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 142 separate milestones, delivering on 41 actions, with the LHS providing a framework for strategic monitoring and review. Of these milestones, 80 are complete and 48 are on track. 3 milestones have not yet been started and 11 are no longer applicable for various reasons and are included in the Revisions Log at the end of the Action Plan. No milestones are slightly or 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: • 460 new affordable homes built in 2023/24 and is our best performance to date in delivering homes that are energy efficient, accessible and future-proofed for generations to come. • 44 wheelchair liveable homes delivered in 2023/24. Page 38 of 198
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• 126 homes purchased through our Open Market Purchase Scheme and reached a significant milestone with the purchase of our 800th property to date. • By November 2024, we concluded the purchase of 44 properties from private landlords with sitting tenants to prevent homelessness as part of the expansion of the Open Market Purchase Scheme. • Our Strategic Housing Investment Plan (SHIP) was approved at Committee in August 2024 and sets out plans to deliver 2,117 new affordable homes in the next 5 years. • 178 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 1,246 properties being demolished/in process of being demolished in 2023/24. • 181 new homes have been delivered so far within the re-provisioning site at Dykehead Road and Northburn Avenue, Airdrie. • Phase 2 of the re-provisioning programme is underway and detailed programme plans have been developed and will be progressed on a staggered basis. • The preparation of the North Lanarkshire Development Plan 2 (NLLDP2) is underway and will set out the policies and proposals for future land use and development in North Lanarkshire across housing, business and infrastructure. • 38 long-term empty properties brought back into use in 2023/24. • Average length of stay in temporary accommodation for homeless cases that closed was 131 days and is significantly less than the 226 days nationally. • Reduction of 15% in proportion of households with children in temporary accommodation compared with 5% increase nationally. • 91.1% of new tenancies sustained for more than a year. • £18.8m generated in benefits for residents by housing staff. • Delivering a jointly funded Crisis Response Service with the NLADP providing assertive outreach to people with complex needs experiencing crisis who require an immediate response. • Developed and published our new Temporary Accommodation Strategy (TAS) setting out the requirements and actions over the 2024 to 2029 period. • Completed the review of our Housing Support Services and agreed a re-design of support delivery to ensure a holistic whole family approach. • Developed a Housing Domestic Abuse Digital Directory which brings together resources relating to domestic abuse for housing organisations in North Lanarkshire in one excellent depository. • From April 2022 to March 2024, 36 tenants moved to a smaller home through the incentive to downsize scheme. • 90% of all council new builds (since 2010/11) have improved digital connectivity. • Published our first Local Heat and Energy Efficiency Strategy in December 2023. • Over 6,000 energy efficiency measures installed in 2023/24 including external wall insulation, triple glazed windows, energy-efficient heating and solar panels with £38m planned investment in 2024/25. • Delivery of 48 properties with Ground Source Heat Systems in Brandon Street, Motherwell. • Secured over £1.9m from the Social Housing Net Zero Heat Fund for works to upgrade non-traditionally constructed homes. • Investment of more than £29m to improve the quality of our homes in the past year, including £13.6m on roof and render, £5.7m on heating upgrades, £3.6 on renewable energies, £4.7m on kitchens and bathrooms, and £1.6m on home safety and security. • Implemented a requirement for private landlords of new and renewal registrations to provide an Electrical performance Certificate (EPC). Page 39 of 198
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• Working in partnership with Mears Housing to promote their acquisition of PRS properties for the housing of asylum seekers on behalf of the Home Office. 2.5 The LHS is a five-year plan. Progress will continue to be monitored and reported annually through the Local Housing Strategy Steering Group and Housing Committee. 3. Measures of success 3.1 Delivery of actions set out in the LHS Action Plan (attached in the Appendix). 4. Supporting documentation 4.1 Appendix – Local Housing Strategy Annual Progress Report 2023/24. Stephen Llewellyn Chief Officer, (Housing) Page 40 of 198
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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. The EqIA for the LHS was published when LHS was approved. 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 198
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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? The LHS has a positive impact on the delivery of digital technology and connectivity through a series of previously approved projects. Further detail is set out in the progress report. 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 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. Page 42 of 198
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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. 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 198
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LOCAL HOUSING STRATEGY ANNUAL PROGRESS REPORT 2024 Page 44 of 198
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2 Local Housing Strategy Annual Progress Report 2024 Contents Introduction ....................................................................................... 3 Housing delivery ................................................................................ 5 Place-making and communities ........................................................ 8 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 .............................................................. 26 Page 45 of 198
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3 Local Housing Strategy Annual Progress Report 2024 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 2, 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 third annual report on progress since the strategy was approved and provides an update to the previous annual report published in February 2024, 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 homelessness and the housing emergency, improving fuel poverty and house condition, and working towards the net zero target for Scotland. Page 46 of 198
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4 Local Housing Strategy Annual Progress Report 2024 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 Tenures • 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 key successes and challenges. The action plan indicates the status of each action. Page 47 of 198
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5 Local Housing Strategy Annual Progress Report 2024 Housing delivery PRIORITY 1: WE WILL INCREASE THE SUPPLY OF HIGH-QUALITY SUSTAINABLE HOMES ACROSS TENURES New Supply Affordable Housing The number of new homes delivered in North Lanarkshire in the past year has been our best performance to date in delivering homes that are energy efficient, accessible and future-proofed for generations to come. 44 wheelchair homes have been delivered over the period by the Council and RSL partners and brings the total number of wheelchair liveable homes delivered to 1781. Global, market/supply and inflationary cost pressures continue to impact on the delivery of new homes. Despite this we built 230 new affordable council homes for rent from April to November 2024 and increased the overall supply of affordable homes to 2,3762 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: Site Name Area Number of Homes Completion Date Glenacre Drive Airdrie 16 April 2024 Former Orrs Building (Wilson) Airdrie 20 (off the shelf) May 2024 Calder Gardens, Carnbroe (Barratt) Coatbridge 18 (off the shelf) June 2024 Petersburn Road (former primary school) Airdrie 40 August 2024 Johnston Road (phase 2) (Bellway) Gartcosh 12 (off the shelf) August 2024 Gartferry Road (phases 1-2) (Allanwater) Chryston 12 (off the shelf) September 2024 Dowanfield Road (Zoom) Cumbernauld 24 (off the shelf) October 2024 Castlehill Road (further phases) Wishaw 70 November 2024 Gartferry Road (phase 3) (Allanwater) Chryston 10 (off the shelf) November 2024 Castlehill Road (Re-provisioning) Wishaw 8 November 2024 1 As at 31 March 20242 As at November 2024 and includes properties purchased through the open market and empty homes purchase schemes. 460 new affordable homes built Scottish Government funding of £25.631m secured for 2024/25 44 wheelchair liveable homes in 2023/24 SHIP planned delivery of 2,117 homes over the next five years 24 MMR homes delivered in 2023/24 75 homes under construction Page 48 of 198
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6 Local Housing Strategy Annual Progress Report 2024 We are on-site with three other developments, including a town centre site as well as land linked to our tower re-provisioning programme. We currently have 75 homes under construction at the sites below, two of which are due to complete early in 2025 and the third site into 2026. Site Name Area Number of Homes Estimated Completion Brandon Street Motherwell 48 February 2025 Northburn (shop conversion) Airdrie 1 January 2025 Thorn Road Bellshill 26 February 2026 We continue to incorporate community benefits 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. Our RSL partners have delivered 125 affordable homes over the past year, increasing the total number of new affordable homes built in the year to 4603. They have also completed 24 homes for Mid-Market Rent during 2023/24, bringing the total number of MMR homes to 984 since 2010/11. Our Pathfinder Scheme is successfully enabling the council to purchase new affordable homes directly from private developers with five developments concluding in 2023/24. This includes the completion of the former John Orrs Building in Airdrie with the acquisition of 20 flats. We have also concluded the purchase of 12 homes at Gartferry Road in Chryston, 18 homes at Calder Gardens in Coatbridge, 12 homes at Johnston Road in Gartcosh and 24 homes at Dowanfield Road in Cumbernauld. 3 460 new homes includes both council and RSL partners. 4 As at October 2024 Page 49 of 198
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7 Local Housing Strategy Annual Progress Report 2024 In 2023/24, we brought 126 homes back into use through our Open Market Purchase Scheme (OMPS). We also reached a significant milestone in the operation of our OMPS when we purchased our 800th property in November 2024 and highlights the ongoing success of the scheme and our commitment to increasing affordable housing supply whilst also addressing issues associated with property repair and long-term empty homes. We have also concluded the purchase of 445 properties from private landlords with sitting tenants to prevent homelessness where landlords were in financial difficulties with their lender and property at risk of repossession. Our Strategic Housing Investment Programme (SHIP) for 2024/25-2028/29 was approved by Committee in August 2024 and was submitted to the Scottish Government in October. The SHIP sets out plans to deliver over 2,117 new affordable homes in the next five years, helping regenerate local communities and support the economy by creating new jobs. We are nearing the completion of our 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 research also includes gathering the views of these key workers to identify any housing issues they may have encountered. Reports will be produced, and associated actions will be progressed in partnership with the Growth Team. The third Glasgow and Clyde Valley Housing Need and Demand Analysis was granted ‘Robust and Credible’ status by the Centre for Housing Market Analysis in June 2024. This document provides the supporting evidence for our ambitious approach to delivering the quality homes needed across North Lanarkshire. Glasgow and Clyde Valley Housing Need and Demand Assessment 5 As at November 2024 Tenant of 800th property bought via OMPS Glasgow and the Clyde Valley Housing Need and Demand Assessment June 2024 Glasgow City Region Housing Market Partnership Page 50 of 198
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8 Local Housing Strategy Annual Progress Report 2024 Place-making and communities PRIORITY 2: OUR COMMUNITIES ARE VIBRANT, ATTRACTIVE AND SUSTAINABLE Our key Town Centre Ambition projects are on track to proceed this year with the previous publication of Town Action Plans for Airdrie, Motherwell and Wishaw. A further three Town Action Plans were approved and published after consultation with communities across Bellshill, Kilsyth and Shotts. These action plans illustrate the developments to take place over the short, medium and long term to deliver our Town Visions. The Town Action Plan for Coatbridge will be delivered through the ‘Long Term Plan for Coatbridge’ to enable access to Levelling Up funding provided by the UK Government. This plan is being developed through consultation and engagement with the Coatbridge community. A Masterplan will be developed for the Cumbernauld area due to the large- scale regeneration activity set to take place over the next decade. Public and stakeholder engagement will be completed over the next few years. In the past year, new affordable homes have been delivered within the town centre in Airdrie with the delivery of 20 flats in the former Orrs Building. A further 24 new affordable homes have been delivered at Dowanfield Road in Cumbernauld. Significant progress is being made in the construction at Brandon Street, Motherwell and is due to complete in early 2025. This brings the total of new council homes built in town centres to 178 since April 2019/20 and brings the cumulative total for new council and RSL rented homes in that period to 836. Since 2010/11, a total of 1,719 social rented homes have now been delivered in or on the edge of town centres (within a 10-minute walk). Town Action Plan Bellshill Town Action Plan Kilsyth Town Action Plan Shotts Page 51 of 198
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9 Local Housing Strategy Annual Progress Report 2024 Despite a challenging funding landscape, particularly around the availability of external capital funds, and the pausing of key funding programmes such as the Scottish Government’s Regeneration Capital Grant Fund (RCGF) and Vacant and Derelict Land Investment Programme (VDLIP), North Lanarkshire Council has continued to make significant progress toward the regeneration of our town centres. The Centre Cumbernauld was acquired in June 2023 with £9.225m from the UK Government’s Levelling Up Fund for the regeneration of Cumbernauld. We have also received confirmation, following the recent UK Government budget, of £19.5m for the Long-Term Plan for Towns (LTPfT) in Coatbridge. NLC is currently awaiting further details of this fund and supporting guidance to enable access to these funds. A Town Board has been set up to drive forward this investment. Feasibility studies have been conducted at Airdrie town centre, focusing on a heritage led regeneration of the town, thanks to development funding from Historic Environment Scotland and National Lottery Heritage Fund. A full funding application will be made for this ‘Rediscovering Airdrie’ project in 2025. Notable progress is also being made with regard to populating our town centres via the promotion of town centre living and increasing the availability of homes for social rent within our town centres. Progress includes: Completion of 20 flats and commercial space at the former Orrs department store in Airdrie. 48 homes featuring ground source heat pumps at Brandon Street, Motherwell due to complete in 2024/25. This includes the conversion of the former YMCA property, a Grade B listed building, into 6 flats for social rent. Following detailed designs, construction works will commence during 2025/26 at the Grade C listed Old Town Hall in Motherwell to convert the space to 20 residential units. 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 office building Kingshouse, Wishaw in 2022/23, with designs ongoing for residential development. Properties at Graham Street in Airdrie delivering commercial and residential accommodation. These are currently undergoing final defect works and are anticipated to be complete by end of 2024. Detailed plans underway to redevelop an existing gap site at Main Street, Coatbridge. Final property and land acquisitions are currently ongoing. Progress has continued during 2023/24 towards our Economic Regeneration Delivery Plan (ERDP) 2023-2028 which promotes inclusive growth, ensures community wellbeing and creates a more prosperous place for our residents. An ERDP Action Plan has been produced and performance was reported to Committee in August 2024. Page 52 of 198
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10 Local Housing Strategy Annual Progress Report 2024 In line with our ambitions to develop integrated community hubs throughout North Lanarkshire, we completed and opened three community hubs in 2023/24: Newmains and St Brigid’s Community Hub 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 which 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 brings together two primary schools with an early year’s class and is designed to provide an exciting and flexible learning environment which can accommodate a wide range of requirements in the years to come. Alongside this, a further five community hubs are in development this year: Orbiston Community Hub in Bellshill is currently under construction. St Kevin’s Community Hub in Coatbridge and Gartcosh Community Hub in Northern Corridor are both at pre-construction stage. St Stephen’s Community Hub in Coatbridge and Chryston High Extension are at the planning stage. The construction of these hubs provides local community benefit by supporting local contractors and smaller businesses and enables work placements and training opportunities to be created. A further two community hubs are in the evaluation and design phase at Glenboig in the Northern Corridor and Ravenscraig in Wishaw. 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 works being delivered as a series of work packages to manage cost, programme and disruption on the road network. The Ravenscraig Access Infrastructure Project (Dualling of the A723) has been removed from the City Deal Programme and was approved by the Enterprise and Fair Work Committee in May 24 and by the Glasgow City Region Cabinet in August 24. Page 53 of 198
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11 Local Housing Strategy Annual Progress Report 2024 1. Demolition Works: This is the demolition of the buildings on the former Evans Halshaw site and the former Cook and Indi’s site. These works are well underway, with completion anticipated in January 2025. Since Glasgow City Region City Deal was signed in 2014, North Lanarkshire has benefitted significantly from City Deal investment, contributing to the delivery of key projects including the creation of MediCity beside the M8, construction of the Glenboig Link Road and the new transport hub at Motherwell Train Station. It’s also supporting construction of the East Airdrie Link Road, access work to regenerate the Ravenscraig site, and improving active travel links between communities and employment areas along the M8. In total, over £149.8 million of City Deal funding will be invested in North Lanarkshire. Phase 1 of the re-provisioning programme is nearing completion with 1,695 out of 1,750 properties vacated and includes 200 properties which have since been re-purposed to support the Ukrainian Resettlement Programme. 2. Enabling Works: These will comprise utility service diversions along the road alignment as well as ground remediation works within the Ravenscraig site to the north of the rail line. It is anticipated that these works will commence Summer/ Autumn 2025. 3. Main Works: These will be delivered following the enabling works with an anticipated start during 2026. We continue to support Ukrainian families affected by the war through the provision of accommodation at towers in Highcoats and Birkshaw. These towers are contained within Phase 1 of our re-provisioning programme and were held and then refurbished with grant funding from the Scottish Government as part of the resettlement of refugees. Ukrainian Tenants at NL Federation conference supported by Tenant Participation Team Page 54 of 198
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12 Local Housing Strategy Annual Progress Report 2024 6 As at 31 March 2024. In 2023/24, we have demolished or are in the process of demolishing 1,246 properties across Phase 1 of 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 Tower in Coatbridge. We have now completed 181 homes within the re- provisioning site at Dykehead Road and Northburn Avenue in Airdrie. These developments provide modern and energy efficient new build homes for the local area. Phase 2 of the re-provisioning programme identified 970 properties for demolition. Detailed programme plans have been developed and will be progressed on a staggered basis with an estimated timescale for completion of at least 5 years. In the meantime, we continue with our programme to invest in fire safety initiatives for tower properties and have installed sprinkler systems in 13 towers. Evidence is being gathered in relation to the identification of the key aspects of achieving Local Living in North Lanarkshire with areas of good access to physical, digital and social infrastructure and is in response to National Planning Framework 4 Policy 15. This work is linked with ongoing development of the Corporate Asset Register from the strategic asset review and the Open Space Strategy. Local Living includes the Town Centre Visions, the Active Travel Strategy, the creation of Town and Community Hubs as well as the New Supply Programme and Open Market Purchase Scheme to increase supply whilst addressing important issues such as prevention of homelessness, mixed tenure repairs to improve housing condition, as well as tackling the blight of empty homes in communities. The preparation of the next North Lanarkshire Local Development Plan 2 (NLLDP2) is underway and is an important document that will set out the policies and proposals for future land use and development in North Lanarkshire across housing, business and infrastructure. A timetable is underway to prepare a Development Plan Scheme which will set out the programme for preparing the NLLDP2 alongside the stages involved. Evidence has been gathered for each policy topic area identified in National Planning Framework 4 and the Scottish Government’s local development planning guidance and a series of topic papers have been developed that will help inform our future direction. These Topic Papers are available on the Consultation Page of the Council’s website for residents, communities and stakeholders to inform us of their views and feedback is being used to influence actions within the NLLDP2. North Lanarkshire Local Development Plan 2 (NLLDP2) A total of 38 long-term empty properties were brought back into use in the private sector last year, with a further 42 brought back into use as social housing through the Empty Homes and Open Market Purchase Schemes in 2023/24. 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 282 private sector empty homes have been brought back into use since 20186. Page 55 of 198
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13 Local Housing Strategy Annual Progress Report 2024 Preventing and addressing homelessness PRIORITY 3: WE PREVENT AND RESOLVE HOMELESSNESS EFFECTIVELY (16% increase) compared to the national increase of 4% 2,226 54 individuals supported through Homes First with 38 successfully sustaining their tenancy for over a year homeless applications in 2023/24 generated in benefits for residents by Housing staff in benefits generated overall £18.8m £47.9m 357 people who were survivors of domestic abuse approached housing for assistance in 2023/24 Reduction of 15% in proportion of households with children in temporary accommodation compared with a 5% increase nationally NLC Lets to homeless applications has increased from from 38% to 42.8% to address the rising number of homeless households 91.1% of new tenancies sustained for more than a year, a small increase on last year Average length of stay in temporary accommodation for cases that closed was 131 days from 145 days compared with 226 days Scottish average Average number of days to close a homeless case reduced to 154 days from 169 days compared with Scottish average of 278 days (below Scottish local authority average) Average rent £84.30 Page 56 of 198
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14 Local Housing Strategy Annual Progress Report 2024 We responded to Scottish Government consultations on The Housing (Scotland) Bill which aims to improve the protections and rights of tenants through the ‘New Deal for Tenants – rented sector reforms’ and ‘Prevention of Homelessness’. This bill was introduced to the Scottish Parliament in March 2024 and has recently progressed through Stage 1 of the Bill process. We expect further consultations from the Scottish Government in 2025 to help seek views and influence the legislative process and wider likely practical impacts that may need to be addressed. Our Income Maximisers continue to work in partnership with the Council’s Tackling Poverty Team and Welfare Rights to complete financial health checks and Officers have helped generate more than £47.9m in additional benefits for residents in 2023/24 with £18.8m of these benefits generated by Housing staff. Our Universal Credit Assistance Fund continues to help tenants who fall into rent arrears due to built-in waiting times for Universal Credit payments. Our Family Plus Project in partnership with Barnardo’s Scotland and funded by North Lanarkshire’s Alcohol and Drugs Partnership (NLADP) is ongoing and provides housing support to families and young people affected by domestic abuse, addictions, and other trauma. 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 are strongly committed to providing bespoke housing options for Care Experienced Young People (CEYP) to prevent homelessness and housing crisis or periods of housing insecurity and continue to work in close partnership with Health and Social Care to improve pathway planning for CEYP in North Lanarkshire. Our Youth Housing Champions continue to provide a key interface between Care Experienced Young People and housing teams, enabling earlier transition planning and embedding new systems and ways of working to ensure that no Care Experienced Young Person has to present as homeless to secure accommodation. Page 57 of 198
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15 Local Housing Strategy Annual Progress Report 2024 Our RRTP covered the period 2019/20 to 2024/25 and is in its final year of implementation. The actions contained within the RRTP continue to be progressed, and the Housing First Team increased capacity and reach of the Housing First Service in 2023/24. In conjunction with the NLADP, our jointly funded ‘Out of Hours’ Crisis Response Service has been operational for a year and provides assertive outreach to people with complex needs experiencing crisis who require an immediate response. The service delivered by Turning Point Scotland offers psychosocial support, ensuring individuals are connected to treatment services in times of crisis, re-engaging people with primary services to prevent repeat homelessness, prevent dis-engagement and improve wider life outcomes. Our work continues with Blue Triangle Housing Association through the Breakthrough Service delivering a test of change through intensive housing support for people with complex needs and complements the Homes First service. We expanded the use of the Furniture Fund to include households experiencing homelessness across all our housing localities. This fund provided furniture items beyond the provisions of the Scottish Welfare Fund, enabling homeless households to foster a stronger sense of belonging. The Technology Fund was also rolled out across localities to provide digital devices to homeless households to improve digital inclusion and access to online services. We have developed a published our new Temporary Accommodation Strategy (TAS) setting out the temporary accommodation requirements and actions over the 2024 to 2029 period. We have completed a review of our housing support services and agreed a re-design of support delivery to ensure a holistic whole family approach to supporting people who are or have experienced homelessness and achieve best value of public funds. Existing contracts are due to end in July 2025 and the process to re-tender the contracts are now underway. We remain committed to the delivery of tailored trauma training across the council and wider partner workforce and have developed a pool of trauma trainers. To date, 161 housing staff have been trained in trauma informed approaches. Crisis Response launch event 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. Alongside this, we have developed a Housing Domestic Abuse Digital Directory which brings together all the resources and information relating to domestic abuse for housing organisations in North Lanarkshire in one excellent depository. This directory is an online resource and features real live time updates, ensuring information is never out of date. Page 58 of 198
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16 Local Housing Strategy Annual Progress Report 2024 Specialist provision PRIORITY 4: WE HAVE A RANGE OF HOUSING OPTIONS AND SUPPORTS WHICH PROMOTE INDEPENDENCE, HEALTH AND WELLBEING The council built 34 new wheelchair homes in 2023/24 which is 10% of our annual new build homes. Overall, 44 new social homes have been built to wheelchair standard in the last year which brings the total new build wheelchair homes delivered by the council and RSL’s to 1787. We have continued to assess future demand and best practice across Scotland for wheelchair housing and ongoing engagement with private developers. A specific requirement for wheelchair provision in the private sector will be set out in the Local Development Plan 2. The council delivered 143 new build homes8 suitable for older people in 2023/24. We have established an Older People’s Housing Strategy Group to consider future options for our linked corridor retirement complexes. A series of data papers, including a pressure analysis have been produced and will inform an options appraisal to consider scope, investment, improvements and priorities for older people’s housing and communal facilities. This will be developed into an Investment Strategy that enables independence, promotes health and wellbeing, and provides sustainable, future-proofed environments. Our work to incorporate best practice dementia design principles continues in all NLC new build homes with different coloured front doors and solid colour flooring and worktops to assist with visibility. 143 new council homes suitable for older people built in 2023/24 Approx 3,900 adaptations across all tenures 44 new homes built to wheelchair standard (34 NLC/ 10 RSL) In 2023/24 432 homes built to HfVN standards NLC 307 / RSL 125 (total 3,598) 7 at 31 March 20248 This figure relates to new build homes designated as ‘amenity’ standard for allocation purposes only Page 59 of 198
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17 Local Housing Strategy Annual Progress Report 2024 As at 31 March 2024, 90% of all council new builds (since 2010/11) have improved digital connectivity by incorporating new smart technology, including fibre broadband and Cat5 cabling, into our homes. Our partnership with Clyde Valley Housing Association has enabled the provision of two resource flats in Airdrie and Bellshill with the aim of addressing delayed discharge from hospital and are invaluable as an additional option for swift move-on. The Technology Flat continues to attract visitors and is a positive step in raising awareness in the use of technology to aid and support people with independence, health and wellbeing. In 2023/24, there were 131 visits from people using the services and a further 264 visits from staff. We have also now completed our transition from analogue to digital alarm services within our sheltered housing. We have continued the delivery of our Incentive to Downsize scheme amongst under-occupying households. 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 March 2024, 36 tenants moved to a smaller home and qualified for the incentive payment. Our partnership in the Pan Lanarkshire Gypsy Traveller Group continues with a revised action plan being developed. North Lanarkshire Council housing is represented on national Gypsy Traveller groups. These groups have been in discussions with the Scottish Government to consider negotiated stopping for Gypsy Travellers and the Scottish Government have published a draft report that will be considered by the strategic group. Page 60 of 198
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18 Local Housing Strategy Annual Progress Report 2024 We published our first Local Heat and Energy Efficiency Strategy (LHEES) for North Lanarkshire in December 2023. 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. Fuel poverty, energy efficiency and climate change PRIORITY 5: WE WILL TACKLE CLIMATE CHANGE AND FUEL POVERTY 1,446 council homes fitted with new heating systems 85.5% of homes meet EESSH an increase of 3.4% on last year 100% of council new builds meet NLC New Build Sustainability Standards Average energy efficiency of our new build homes is currently band B Page 61 of 198
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19 Local Housing Strategy Annual Progress Report 2024 We are taking a pro-active approach to space and water heating in our new build homes, in line with the Scottish Government’s Heat in Buildings Strategy. All new homes must now be designed with non-gas heating systems and is a requirement in force through Building Standards. We have successfully delivered Ground Source Heat Systems at 48 properties in Brandon Street, Motherwell and intend to monitor energy usage to understand effectiveness of the heating source. We have also identified potential heat network areas in North Lanarkshire, and these are set out in the LHEES. Our development at Dykehead Road, Airdrie has successfully delivered 19 net zero homes which feature a number of low carbon technologies including air-source heat pumps, battery storage, enhanced solar PV arrays and enhanced insulation. We are now monitoring energy usage and performance of these homes to understand energy costs for tenants, carbon-emissions, help tackle fuel poverty and help inform future investment decisions. 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. Page 62 of 198
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20 Local Housing Strategy Annual Progress Report 2024 Minimising heat loss by using mineral wool insulation and windows and doors exceeding requirements set out in the Building Standards. 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. Other examples of how we’re building greener include: 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. We have a robust investment plan for our homes and have included the installation of external wall insulation as part of our render replacement programme and are fitting Solar PV panels with programmed roof renewals. These actions will assist us in meeting net zero targets defined by the Scottish Government. Currently 99% of our stock is EPC Band D or above, a small improvement on last year. We continued our investment programme in Kilsyth and Langloan, using funding from the Scottish Government’s Energy Efficient Scotland: Area Based Scheme (EES:ABS), to install external wall insulation to flatted blocks. Overall, £3.4m will be invested in these areas, with £1m being funded by the Scottish Government to assist homeowners with the cost of the works. This investment will not only increase the energy efficiency of the properties but will reduce carbon emissions and contribute towards meeting national net zero targets. During 2023/24, £1.96m Social Housing Net Zero Heat Fund from the Scottish Government was spent on upgrading non-traditionally constructed homes in Wishaw, Motherwell, Newmains, Newarthill and Airdrie. This investment provides low emission heating systems, utilises the fabric first approach and improves energy efficiency and tackles fuel poverty. In a collaboration with West Dunbartonshire Council, we have secured funding from Scottish Enterprise of £150,000 for 2024/25 to procure innovative new solutions on renewable heating options for flats. We have invested £2m in privately owned homes in North Lanarkshire through the Energy Efficient Scotland Area Based Scheme (EES:ABS). Page 63 of 198
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21 Local Housing Strategy Annual Progress Report 2024 Over 6,000 energy efficiency measures installed in 2023/24 External wall insulation 462 Triple-glazed windows 601 Energy-efficient heating 2,307 Solar panels 1,904 Insulation upgrades 689 Roof upgrades 414 planned investment in energy efficiency measures in 2024/25 £38m We have continued our collaboration 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. We continue to use the Home Energy Scotland (HES) Referral Portal which allows us 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 Page 64 of 198
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22 Local Housing Strategy Annual Progress Report 2024 House condition PRIORITY 6: OUR HOMES WILL BE FIT FOR THE FUTURE We have invested more than £29.2m to improve the quality of our homes over the past year, including £13.6m on roof and render, £5.7m on heating upgrades, £4.7m on replacing kitchens and bathrooms, £1.6m on home security such as controlled entry doors and CCTV, and £3.6m on renewables such as PV solar panels and air source heat pumps. Despite a variety of ongoing challenges, including labour/ material shortages and cost increases, we still plan to invest over £74m in the coming year. We are mindful of rising energy prices and the UK government decision to limit the Winter Fuel Payment to only those on qualifying benefits. As a result, we are installing heating systems which modulate heating usage when not required helping tenants save money on heating bills. Our investment in renewables has continued with the installation of solar PV panels that enable households to use electricity produced by the panels for free and only paying for any additional electricity required. Any excess electricity not used by the household can be sold back to the National Grid. We have plans for a programme of increased solar PV panel installations to over 1,000 properties in 2024/25. 669 homes with PV solar panels Emergency repairs completed within 2.77 hours on average 423 new kitchens 421 new bathrooms 1,446 new heating systems 641 roof and render improvements 0 failures to meet gas safety regulations Page 65 of 198
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23 Local Housing Strategy Annual Progress Report 2024 Electrical rewiring of houses and common areas of low-rise blocks of flats Roof and render upgrades External wall insulation Windows, kitchens and bathrooms Lift replacements Lead water pipe replacements We continue to invest in our tower blocks to ensure they are safe, secure and attractive places to live. We have completed re-cladding in four towers in Coatbridge and a further two towers are in the design stage involving specialist consultants. The programme to install sprinkler systems within individual properties is also progressing well. New sprinkler systems have been installed in three tower blocks in Motherwell at Burnside, Lodge and Doonside and 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. The average time to re-let homes increased by 2.7 days to 35 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 56.7 days and the Scottish local authority average of 72.6 days. Our housing and repairs teams are working together and liaising closely with our contractors to continually improve these timescales with a view to bringing our performance back to pre-pandemic timescales. Our work to lead the large-scale re-provisioning of privately owned flats at Millcroft Road in Cumbernauld continues. There have been 19 voluntary acquisitions completed which allows residents to move to Sanctuary’s development at Burns Road. Compulsory Purchase Orders (CPO’s) have been submitted to the Scottish Government for the remaining properties and the hearing process has now concluded with a decision expected early in 2025. Planning for the replacement new build development has also been approved. New build flats by Sanctuary at Burns Road Page 66 of 198
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24 Local Housing Strategy Annual Progress Report 2024 Private sector housing PRIORITY 7: WE CONTRIBUTE TO IMPROVING THE QUALITY AND ACCESSIBILITY OF THE PRIVATE RENTED SECTOR Alongside the completed review and redesign of our Landlord Registration processes and procedures, we have implemented a requirement for landlords of new registrations and renewal applications to provide an Electrical Performance Certificate (EPC) for their properties. A revised audit process has also been implemented with over 90 visits completed year to date to ensure PRS properties meet the required legal standards. Rise in Registered Landlords from 8,604 to 8,662 in 2023/24. Conversely, a reduction in number of PRS Approved properties down from 13,155 to 12,924. Annual Private Landlord Forum held in April 2024. Autumn 2024 edition of Private Landlord Newsletter has been viewed over 1,000 times. We have developed a recording process to ensure accurate information is held on PRS properties around the repairing and tolerable standards, below tolerable standard and nuisance. We held our third annual private landlord forum event in April 2024 with good engagement from landlords. The forum is supplemented with a newsletter and our most recent autumn newsletter has been viewed over 1,000 times. We remain committed to working with landlords to improve the sector and continue to seek landlords who may be interested in joining a PRS working group. Page 67 of 198
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25 Local Housing Strategy Annual Progress Report 2024 We are working in partnership with Mears Housing to promote their acquisition of PRS properties for the housing of asylum seekers on behalf of the home office. This scheme enables PRS landlords to lease their properties to Mears for a period of up to 5 years, with rent guaranteed and regular property visits and lettings and management service included. This is a business model which can provide longevity, financial protection and provide a secure home for very vulnerable people in our society. 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 individuals from Ukraine. Our management and registration of short-term lets such as B&B’s and guesthouses continues with a further 50 applications in 2024, taking the overall number of short-term lets applications to 193 since the legal requirement began in October 2023. Page 68 of 198
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26 Local Housing Strategy Annual Progress Report 2024 Strategic Housing Outcome 1: We increase the supply of high-quality sustainable homes across tenures Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2023/24 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 On Track 98 MMR homes delivered since 2010/11 (at 31 March 24). Initial feasibility report Re-visit initial feasibility studies to determine viability of council delivery of MMR Re-freshed feasibility study BDS/NS 2023 Complete Council MMR delivery options and financial modelling re- visited. Airdrie identified as a potential pilot area for MMR delivery. 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 Action removed - refer to revisions table Establish HDP NS/BDS 2022 Not applicable MMR delivery options re-visited. MMR potential pilot site identified. Note amendment of action as establishment of HDP in advance of market conditions not required - as MMR delivery planned. Initial feasibility report Explore use of Affordable Housing Policy to deliver shared equity housing Complete options report BDS/NS 2022 Complete Guidance published and includes delivery of shared equity housing. Initial discussions held Explore Build to Rent feasibility Build to Rent explored NS/BDS Ongoing Complete BTR encouraged. To date no interest from BTR developers/ investors. - 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 Complete Survey of key worker employees, Biocity and NHS employer survey complete. - Develop a self-build register to be published on the council’s website Self-build register developed and published BDS/Pl 2022 Complete Self build register published on NLC website. - Consider ways in which planning policy and use of public land can support delivery of self-build Methods considered BDS/Pl 2022 Complete NPF4 incorporates Planning Policy on self-build. The development of LDP2 will set out support mechanisms for self-build in North Lanarkshire. 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 Complete Research complete on impact of Covid-19 on housing needs and aspirations. Page 69 of 198
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27 Local Housing Strategy Annual Progress Report 2024 Strategic Housing Outcome 1: We increase the supply of high-quality sustainable homes across tenures Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2023/24 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 HNDA3 BDS 2021/22 Complete 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 On Track From February 2023, the requirement is 735 units per annum All-Tenure (MATHLR). Draft 2024 Housing Land Audit records 688 private units were completed for the HLA period 1/04/23 to 31/03/24. 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 On Track From February 2023, the requirement is 735 units per annum All-Tenure (MATHLR). Draft 2024 Housing Land Audit records 483 social rent units were completed for the HLA period 1/04/23 to 31/03/24 HLR 2021 (under consultation) Land available for all tenure HST 1,059 units (based on HNDA2 to be updated to reflect HNDA3) Pl 2026 On Track From February 2023, the requirement is 735 units per annum All-Tenure (MATHLR). Draft 2024 Housing Land Audit records 1,171 All-Tenure units were completed for the HLA period 1/04/23 to 31/03/24. 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 Complete Produced annually. 2,024 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 On Track 3,795 council and RSL units delivered since 2010/11 (at 31 March 24) - 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 On Track Pressure analysis undertaken annually which informs investment priorities. 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 Complete Revised Affordable Housing Policy approved at Planning Committee in 2023 Page 70 of 198
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28 Local Housing Strategy Annual Progress Report 2024 Strategic Housing Outcome 2: Our communities are vibrant, attractive and sustainable Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2023/24 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 On Track The former Orrs building at South Bridge Street, Airdrie progressed during 2023/24 and completed in 2024/25, delivering 20 new homes for social rent in Airdrie town centre. Works also progressed significantly at Brandon Street, Motherwell which is also due to complete during 2024/25. 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 On Track Community Hub progress: Newmains/St Brigid’s Community Hub, Wishaw opened Q1 2023. Chryston C Hub (Northern Corridor) and Riverbank C Hub (Coatbridge) opened in October and August 2023 respectively. Orbiston C Hub (Bellshill) is currently under construction, St Kevin’s C Hub (Coatbridge, and Gartcosh C Hub (North Corridor) are both at pre- construction stage. St Stephen’s C Hub (Coatbridge) and Chryston High Extension (Northern Corridor) are at planning stage. Projects in Glenboig (Northern Corridor) and Ravenscraig (Motherwell) are being evaluated. Page 71 of 198
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29 Local Housing Strategy Annual Progress Report 2024 Strategic Housing Outcome 2: Our communities are vibrant, attractive and sustainable Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2023/24 KEY ACTION 2.2 Improve connectivity of our communities through investing in physical, social and digital infrastructure Progress made on Ravenscraig Access Road - Ravenscraig South and North Deliver the City Deal Programme Projects complete GT 2026 On Track 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 works being delivered as a series of packages to manage cost, programme and disruption on the road network. Connecting NL – a Blueprint Project Deliver new opportunities for active and sustainable travel New opportunities identified GT 2026 On Track Alexander Street, Meadowhead Road, Petersburn Road / Brownsburn Road, A73 Craigneuk Park, Newhouse to Salsburgh, and Glasgow Road, Phase 1: works completed. Riverbank and Newmains community hubs: Active travel routes supporting final 400m into sites completed. Implement fast, affordable digital connectivity for businesses and communities Improved digital connectivity BS 2026 On Track 320km of ultra fast full fibre digital network cabling is complete connecting 342 wide area networks to 307 council sites. WiFi service is being improved to provide availability at more council locations - retirement complexes, hubs, schools, and other public facing buildings. 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 On Track 90% of all council new build homes since 2010/11 are digitally enabled (at 31 March 24). 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 Complete Refreshed & Updated ERDP published in 2023. Progress continued towards ERDP 2023-2028 recommendations. An ERDP Action Plan was produced for 2023/24 and performance against this was reported to Enterprise and Fair Work Committee August 2024. 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 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. Phase Two developed for implementation from 2025 Programme developed HP/NS 2024 On Track Blocks for demolition in Phase 2 approved. Programme prepared and agreed across the Housing service. 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 On Track 13 tower blocks have had sprinkler systems completed. Page 72 of 198
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30 Local Housing Strategy Annual Progress Report 2024 Strategic Housing Outcome 2: Our communities are vibrant, attractive and sustainable Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2023/24 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 Complete Place Standard Tool has been introduced into Tenant Participation activity and is incorporated where appropriate. 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 Complete Use of Place Standard Tool is incorporated into consultation activities where appropriate. KEY ACTION 2.7 Incorporate the twenty- minute neighbourhood into community development Further implement high-quality 20 minute neighbourhoods in North Lanarkshire focussed on provision of physical, digital and social infrastructure and mapping and review of provision High-quality 20 minute neighbourhoods implemented BDS 2026 On Track Evidence is being gathered in relation to the identification of the key aspects of Local Living in North Lanarkshire. This work is linked with ongoing development of the Corporate Asset Register being developed out of the strategic asset review and the Open Space Strategy. 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 On Track The Empty Homes & Open Market Purchase Schemes have now been combined. However 385 empty homes have been purchased since scheme established (as at Aug 2024) 138 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 2026 On Track 282 private sector empty homes brought back into use since 2018 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 Complete Incorporated as part of a new summary report which accompanies the pressure analysis. Identify options to address low demand stock Options identified BDS Ongoing Complete Phase 2 re-provisioning underway. Page 73 of 198
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31 Local Housing Strategy Annual Progress Report 2024 Strategic Housing Outcome 3: We prevent and resolve homelessness effectively Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2023/24 KEY ACTION 3.1 Implement the RRTP Homes First model developed Develop and implement Homes First service Homes First Service implemented HS/ H&SC/ BDS 2025 Complete Homes First service being delivered and upscaled in 23/24. Supporting 54 individuals. 38 have sustained their tenancy for over a year. Forever Homes project established Carry out evaluation of ‘Forever Homes’ project Evaluation complete HS/BDS 2023 Complete Individuals transferred over to Homes First project Protocols in place Review shared protocols for young care experienced people and domestic abuse Protocols reviewed HS/BDS/ H&SC 2022 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. 105 homeless people discharged from prison Implement SHORE standards SHORE standards implemented BDS/HS/ H&SC 2023 Complete Process developed in 2022/23 between PP Team and Operational Housing to support needs of SHORE. No request made to develop protocol working within Shore Standards. - Explore viability of specific services to support women with poor mental health and addictions Services explored BDS/ H&SC 2024 Complete 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. 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 Complete We have asked CHR RSL partners to increase their lets to homeless, in 2023-2024 only 14.5% of all lets made by the RSL partners were to homeless households (73 of 503). However in addition to the lets to homeless the RSL partners made 60.2% of all lets (303 of 503) to applicants who were at risk of homelessness but not yet on the statutory homeless list, these are considered to be homeless prevention lets and include applicants subject to Domestic Abuse, those at risk of losing their accommodation and those who are subject to a joint protocol with another service such as hospital discharge, care leavers, foster carers etc. Page 74 of 198
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32 Local Housing Strategy Annual Progress Report 2024 Strategic Housing Outcome 3: We prevent and resolve homelessness effectively Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2023/24 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 Complete Further Increase in S11 notifications received in 2023/24 - was expected due to ongoing cost of living crisis and post covid legislation ending which is speeding up court processes etc. Development of Housing Options Toolkit underway Deliver the Housing Options Training Toolkit Housing Options Training Toolkit operational BDS 2022 Complete The management and future development of the Housing Options Training Toolkit has now been transferred to the Scottish Housing Network. All modules are live and will be subject to annual review or as legislation or best practice changes. NLC remain as a lead partner on the Steering Group. Number of PAS interviews leading to homeless applications – 65.4% Embed new approaches and good practice for prevention activity Improved practice BDS/HS 2024 Complete Training completed in all housing localities to promote more effective use of PAS and raise awareness of requirements in this respect. Sustainability project ongoing. 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 On Track Support review and options appraisal concluded. Re-design of housing support services approved at Housing Committee in November 2024. Re-tendering process to begin in early 2025 Review commenced Carry out temporary accommodation review Review complete BDS 2023 Complete Temporary Accommodation Strategy produced and published. 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 On Track TNA’s completed and staff have started to complete the level of training assigned to their job role. Transforming Connections training pilot for skilled level housing staff is currently underway. Explore options to develop additional services for homeless households with addictions Options explored BDS/ ADP 2024 Complete Crisis response service fully operational. Page 75 of 198
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33 Local Housing Strategy Annual Progress Report 2024 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 Services Timescale Status Progress 2023/24 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 On Track 104 new build council wheelchair homes delivered since 2010/11 (at 31 March 24). 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 On Track 74 new build RSL wheelchair homes delivered since 2010/11 (at 31 March 24). 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 Complete Cost comparison complete in 2022. 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 Complete Requirement for wheelchair provision in the private sector will be set out in LDP2 2022 Complete Mechanism to monitor the delivery of wheelchair housing in the private sector will be incorporated with LDP2. 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 On Track 3,598 council and RSL new build homes meeting HfVN standards since 2010/11 to date (at 31 March 24). 3,463 adaptations completed in 2019/20 Provide equipment and adaptations across tenure Increase H&SC 2026 On Track Approx 3,900 adaptations completed across all tenures, however data to be treated with caution. Equipment and Adaptations Service have developed a new recording system for all tenure adaptations fitted and it is no longer possible to report the cumulative figure. 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 Complete Adaptation and equipment information gathered annually and reviewed for any patterns in trends. Further analysis of wet floor showers removed undertaken in 2024. Page 76 of 198
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34 Local Housing Strategy Annual Progress Report 2024 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 Service Timescale Status Progress 2023/24 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 On Track Continuing to deliver homes suitable for older people on NLC new build developments, where need is demonstrated 2,501 older people homes (NLC and RSL) Deliver amenity housing in RSL new build developments Increase NS 2026 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 Complete Guidance was published in 2023 and includes 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 Complete Remodelling of Dundyvan Gardens complete. Initial options appraisal complete Carry out options appraisal for remaining linked corridor retirement complexes Options appraisal complete BDS/HP 2024 Complete Older people’s housing strategy group established and first in a series of data papers produced to inform options/prioritise remaining linked corridor complexes - Develop investment strategy for linked corridor retirement complexes to improve long-term sustainability Investment strategy complete BDS/HP 2025 Complete Older people’s housing strategy group established and bespoke pressure analysis carried out for linked corridor complexes to inform investment decisions. - 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 On Track 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 Complete Allocation Policy revised and Incentive to Downsize Scheme implemented. - Carry out evaluation of impact of re- classification of sheltered housing in meeting needs Evaluation complete BDS 2024 On Track Further changes made to the designation of complexes. There are no longer sheltered plus complexes, only retirement and amenity. Allocation policy adjusted accordingly and paper in development showing need and demand for older people’s housing. - Carry out review of RSL housing support for sheltered housing and very sheltered housing Review complete H&SC 2025 (timescale revised from 2024) On Track Review will be complete by March 2025. Options explored by Health & Social Care and delivery of Retirement model of housing is preferred with implementation plans underway. Page 77 of 198
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35 Local Housing Strategy Annual Progress Report 2024 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 Status Progress 2023/24 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 Complete The management and future development of the Housing Options Training Toolkit has been transferred to the Scottish Housing Network (SHN). ‘Making Life Easier’ developed with some housing information incorporated Incorporate further housing information in ‘Making Life Easier’ ‘Making Life Easier’ updated BDS 2025 (timescale revised from 2024) On Track Ongoing discussions with housing and health and social care to determine and provide relevant housing information for MLE update. - 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 Complete All housing staff aware of MLE. 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 Complete E-learning module developed and rolled out. 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 Action removed - refer to revisions table Pilot complete BDS 2025 Not applicable Action no longer applicable due to ethical issues and the council’s approach to technology in the provision of older people’s housing. 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 Complete New homes designed by NLC will have Cat5E installed as this is in the Employers Requirements Digital NL underway Engage in the Digital NL developments and Digital Health and Care Strategy Completion of Digital NL BDS 2026 On Track Both ASB and rents online reporting is live. A procurement process has been completed to appoint contractors to develop a replacement for HSMS including Housing Asset Management. Implementation is now underway with estimated completion in March 2027. ‘Tech flat’ developed Increase awareness and use of technology by promoting the ‘tech flat’ Increase tech flat viewings BDS/ H&SC 2026 On Track 2023/2024 - 131 service users visits and 264 staff visits have been undertaken. Flat is now rented from Clyde Valley. Working group established Transition from analogue to digital alarm services across older people’s housing Digital transition complete BDS/ HP 2026 Complete All Sheltered Housing Systems have been successfully switched over to digital protocols. Page 78 of 198
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36 Local Housing Strategy Annual Progress Report 2024 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 Service Timescale Status Progress 2023/24 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 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 Complete Resource flats replaced with two new build accessible properties from Clyde Valley. 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 Complete Replacement resource flats identified and operational - usage monitored by social work. 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 Complete Equality monitoring is now collected for NL Federation who act as the umbrella organisation for all tenants and residents organisations. Recording of equalities data for Committee Members across Tenants and Residents Groups mechanism has been established. Ethnicity, Age and Disability currently gathered Revise the Common Housing Register Form to include collation of other protected characteristics information. Action removed - refer to revisions table Common Housing Register Form revised BDS 2023 Not applicable Unable to collect at present due to current IT system issues. Equalities information will be included in an online form as part of the replacement for HSMS. Corporate Equalities Group established Participate in the council’s Corporate Equalities Group Continuous participation BDS 2026 On Track Corporate group continues to meet and action plan developed which contains housing specific actions. 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 Complete New Tenant Participation Strategy published which includes actions relating to increasing 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 Action removed - refer to revisions table All housing staff complete training BDS 2024 Not applicable E-learning module no longer available on the council’s e-learning platform for staff to complete. Pilots underway across 3 local authority areas Explore negotiated stopping for Gypsy Travellers Negotiated stopping procedure explored and implemented if feasible BDS 2025 On Track Draft report published from the SG on negotiated stopping. To be considered by the strategic group. 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 On Track Pan Lanarkshire Gypsy Traveller Action Plan established comprising both North and South Lanarkshire. Action plan revised. Page 79 of 198
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37 Local Housing Strategy Annual Progress Report 2024 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 Service Timescale Status Progress 2023/24 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 Violence Against Women Group established Work with the Violence Against Women Group to develop a Violence Against Women Strategy Strategy complete BDS 2024 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 Complete NLC housing staff continue to be trained and training extended to include RSL staff. 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 Complete The number of people within housing who have completed DAART for 2023/24 is 25 as at August 2024. 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 Complete Revised protocol arrangement in place, with CEYP Housing Champions and CEYP operations group established. Page 80 of 198
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38 Local Housing Strategy Annual Progress Report 2024 Strategic Housing Outcome 5: We will tackle climate change and fuel poverty Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2023/24 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 Complete Works have commenced at Brandon Street/YMCA but due to site delays are expected to complete later in the year. Homes will include Ground Source Heat Pumps. 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 Complete New homes are being designed to include non gas heating systems as this is now a requirement set by Building Standards. This is a standard specification in New Supply Employers Requirements. Establish process for agreeing new technical solutions for alternative heating systems HP/NS 2021/22 Complete Handover of new homes includes demonstrations of how the low/zero carbon new technologies work to allow housing staff to property manage them. Videos and Spec details are provided - 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 2026 (timescale changed from 2024) On Track 48 units at Brandon St due to complete 2023/24 - Investigate opportunities for district heat zones Improved understanding to inform strategic approach in LHEES CE 2022/23 Complete Potential heat network zones in North Lanarkshire identified and set out in the published Local Heat and Energy Efficiency Strategy 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 Complete 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 On Track GCR authorities have collaborated with SDS to prepare a heat decarbonisation study to understand potential skills gaps across the GCR. The Colleges Partnership West have recently concluded a study considering decarbonisation and retrofit skills across the 6 colleges to understand existing skills development and how this can support retrofit activity. Also prepared a Retrofit Strategy & Action Plan which has 5 focus areas including ‘maintenance and disrepair’ which is an emerging challenge affecting the cost and effectiveness of home retrofit. Page 81 of 198
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39 Local Housing Strategy Annual Progress Report 2024 Strategic Housing Outcome 5: We will tackle climate change and fuel poverty Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2023/24 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 On Track Continuing to deliver homes meeting desired Sustainability Standards. - Develop ‘route map’ for EESSH2 compliance Route map developed HP 2021/22 Complete Action complete, consultants commissioned to project scope, scale and costs of works required. This work included meeting EESSH2 and net zero. EESSH2 is no longer a standard for social housing and is being replaced by a new Social Housing Net Zero Standard (SHNZS). 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 2024 (timescale changed to 2026) On Track This is delayed and linked to the progress of the Heat & Buildings Bill and the Housing (Scotland) Bill which include new energy efficiency requirements in the PRS as well as a Rental Sector Strategy. These Bills were introduced in Parliament in March 2024 and are now in the Parliamentary process. Complete Revised application process ensures that all new and renewal applications have a suitable EPC for the property(s) within the landlords 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 On Track In 2023/24 £1.4m of the £2.9m budget was invested in privately owned homes, the highest its been for 4 years 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 On Track Energy usage and performance is being monitored for the homes included in the pilot at Dykehead Road 23% Improve energy efficiency and fuel poverty advice Develop strategic partnership with Home Energy Scotland BDS 2021/22 Complete Training provided to 15 Housing locality staff in October 2024 by the Wise Group on the HEAT Service and NL Energy and Advice Service. 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 Complete Information on various heating systems provided on North Lanarkshire Council’s website. NL Energy Advice Service continues to provide households with support on fuel debt, advice on reducing energy bills and signposting to household energy funds, as well as other services to help reduce financial hardship and increase household income. Information published on North Lanarkshire Council’s website in relation to this service. Page 82 of 198
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40 Local Housing Strategy Annual Progress Report 2024 Strategic Housing Outcome 6: Our homes will be fit for the future Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2023/24 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 On Track Annual Review of HAMP 2023/24 updated and completed. - Develop route map to compliance for NLC housing stock Route map developed and implemented HP 2021/22 Complete Route map implemented - Establish NLC/RSL asset management forum to share good practice and develop shared approach Forum established BDS 2022/23 Complete A Housing Asset Management Forum was held in December 2023 with the council and some RSLs. Low interest from partners in a continuing forum - alternative wider asset management forum in place via SHN. 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 Complete A range of interventions have been implemented to encourage owner engagement. This includes EES:ABS; OMPS to purchase homes from last remaining owner to complete common works, private landlord forum, under one roof events for private landlords amongst other measures. Collectively these measures form an approach/strategy to effectively help manage mixed tenure estates. Engagement underway Complete CPOs at Millcroft and enable transformation by Sanctuary (subject to committee approval) CPOs complete and demolition undertaken NS Ongoing On Track 5th Hearing has concluded CPO proceedings on 27th August 2024. Evidence report is to be submitted and following this the Reporter will make a decision as to whether or not to confirm the CPO. - Pilot new approach to identifying and responding to priorities, using landlord registration powers to improve house condition Pilot complete PSH 2021/23 Complete New repairing standard and Tolerable standard audit process now in place. Over 90 visits carried out year to date. - 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 Complete Factors from both RSL’s with a factoring arm and private sector factors were approached. It was apparent that RSL’s Factoring services were not looking to expand their services and their key aim was to provide a service to owners who co-owned property within blocks where they also had flats. Collectable fees for services were also a primary concern as RSL’s could not risk financial deficit. Similarly private sector factors need to ensure that the costs for provision of services was covered. The financial criteria for factors from both service areas made it impractical to push owners towards these organisations with a view to asking that they take on a properties. An option for an NLC in-house factoring provision was also explored but found to carry a high financial risk and would require staff with specialist knowledge and was therefore not progressed. - Develop a new BTS statement BTS statement PSH 2026 Not yet started Recording BTS, Repairing standard, Nuisance and Tolerable standard information. Revised processes implemented. - Explore the use of ‘missing shares’ powers to assist owners to participate in works Missing shares powers explored PSH 2024 Complete Options explored, but no financial funding to operate Missing Shares Scheme. No longer a viable action. - 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 Complete A revised Scheme of Assistance was published and is in operation. Page 83 of 198
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41 Local Housing Strategy Annual Progress Report 2024 Strategic Housing Outcome 6: Our homes will be fit for the future Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2023/24 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 Complete A revised Scheme of Assistance was published and is in operation. Strategic Housing Outcome 7: We improve the quality and accessibility of the private rented sector Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2023/24 KEY ACTION 7.1 Develop and deliver new PRS access scheme - PRS access scheme developed Action removed - refer to revisions table Scheme developed and approved BDS 2022 Not applicable Unable to proceed due to lack of interest from landlords 41 (2020) Scheme implemented and enabling better access to the PRS Action removed - refer to revisions table 20 new tenancies each year BDS Ongoing from 2022 Not applicable Unable to develop a PRS Access Scheme at current time due to multiple demands on PRS stock including Ukrainian resettlement and asylum dispersal. 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 On Track The online training module on Private Sector Housing Options was updated in March 2024. - Establish local PRS champions to encourage wider improved PRS advice amongst locality housing teams Action removed - refer to revisions table At least one ‘PRS champion’ in each local housing office BDS 2023 Not applicable Annual Landlord Forum held in April 2024 and Newsletters published. - 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 On Track Surveyed landlords on PRS access scheme in October Newsletter. Further surveys will be completed via Private Landlord Forum and future Newsletters. Page 84 of 198
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42 Local Housing Strategy Annual Progress Report 2024 Strategic Housing Outcome 7: We improve the quality and accessibility of the private rented sector Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2023/24 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 Complete Registration and compliance process reviewed and updated procedures 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 Complete Review of ‘Fit and Proper’ person 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 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 Complete Website information reviewed and updated. - Re-establish the bi-annual private landlord forum Private landlord forum held biannually PSH/ BDS 2022 Complete Private Landlord Forum re-established. Last meeting held online in April 2024. - 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 Complete Email system in place. Awaiting the development of a SMS system by the registers service - Develop and issue a bi-annual private landlord e-newsletter Newsletter issued BDS/ PSH 2023 Complete Latest newsletter produced October 2024. - Strengthen our outreach and engagement with private landlords using online platforms Improved outreach and engagement PSH Ongoing On Track Regular webinars are taking place. Annual Landlord Forum held in April 2024 and Newsletters published. - 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 On Track Surveyed landlords on PRS access scheme in October Newsletter. Further surveys will be completed via Private Landlord Forum and future Newsletters. Page 85 of 198
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43 Local Housing Strategy Annual Progress Report 2024 Strategic Housing Outcome 7: We improve the quality and accessibility of the private rented sector Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2023/24 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 On Track Audit process is ongoing. An effective method to retain data that will match with existing IT system is being considered. - Scope potential gains from ‘direct interventions’ in substandard PRS properties, such as purchase and improvement in certain circumstances Scoping exercise complete BDS 2023 Complete Paper developed scoping out options to extend the OMPS. - 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 2026 (timescale revised from 2022) Not yet started EPC recording now operational and checks in place to ensure property meets minimum standard collected via landlord registration. Heat & Buildings Bill consultation ended in March, feedback being considered by the Scottish Government in relation to the proposals which relate to energy efficiency. This action is dependent on the HIB Bill progressing through parliament stages. 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 On Track Work ongoing with landlords to improve access and prevent homelessness. However, significant challenges remain in preventing homelessness for some applicants due high costs pushing them into multiple debt and unable to afford their rent. - Establish a private landlord working group to identify ways in which the PRS could better contribute to meeting housing needs in North Lanarkshire Action removed - refer to revisions table Private landlord working group established BDS/ H&SC 2023 Not applicable No interest to date, private landlord forum provides a vehicle for involvement - Work with partner RSLs developing Private Lettings Services in North Lanarkshire to meet housing need better, exploring opportunities linked to RRTP Action removed - refer to revisions table RSL PSL service linked to RRTP BDS 2023 Not applicable Proposal paper developed in 2023. Unable to develop a PRS Access Scheme at current time due to multiple demands on PRS stock including Ukrainian resettlement and asylum dispersal. - Review the rent deposit guarantee scheme to increase uptake Rent deposit scheme reviewed BDS 2023 Complete Scheme revised and promoted on council website, alongside continual promotion by staff as part of housing options. 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 Action removed - refer to revisions table Panel established BDS 2023 Not applicable Tenant & Resident participation is inclusive and involves tenants from across tenures, although very small numbers of PRS tenants which means establishing a PRS tenant panel is not feasible. Page 86 of 198
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44 Local Housing Strategy Annual Progress Report 2024 Strategic Housing Outcome 7: We improve the quality and accessibility of the private rented sector Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2023/24 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 Action removed - refer to revisions table Information reviewed and improved BDS 2024 Not applicable Very small numbers of PRS tenants engaged in tenant and resident groups which means establishing a PRS tenant panel is not feasible. A survey will be issued through Gov.Delivery to seek views from PRS tenants on website content. Reviewed other LA websites to identify any areas for improvement. - 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 Complete Information available on council website for PRS tenants and reviewed on a regular basis which provides information on rights and responsibilities. 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 Complete Employer survey complete. Follow-up focus groups/ interviews being arranged. - Engage with the Build to Rent sector Engagement with the Build to Rent sector BDS/ NS Ongoing On Track Engagement has taken place with developers and will continue to explore options through adhoc discussions - Deliver Mid-Market Rent Homes with RSL partners Deliver Mid-Market Rent homes BDS/ NS Ongoing On Track 24 MMR homes delivered by RSLs in 2023/24. 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 (timescale changed to 2026) Not yet started This is delayed and linked to the progress of the Heat & Buildings Bill and the Housing (Scotland) Bill which include new energy efficiency requirements in the PRS as well as a Rental Sector Strategy. Theses Bills were introduced in Parliament in March 2024 and are now in the Parliamentary process. Page 87 of 198
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45 Local Housing Strategy Annual Progress Report 2024 Revisions Log Action Milestone Revisions made Reasons KEY ACTION 1.1 Deliver alternative tenure housing to meet a broad range of needs and deliver sustainable, inclusive and diverse communities 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 Action removed Establishing a HDP should market conditions allow for council delivery in the future is not viable due to costs and governance arrangements still being required in the interim whilst a HDP is dormant. MMR is being progressed with Airdrie identified as a pilot area. A HDP will therefore be established as part of this rather than as a vehicle to lie dormant. Delivery vehicles are being explored to identify the appropriate model for council delivery. KEY ACTION 4.5 Improve the suitability of existing housing to meet the needs of older people Carry out review of RSL housing support for sheltered housing and very sheltered housing Timescale changed from 2024 to 2025 Review nearing completion but will not be complete until 2025. Revised timescale required due to increased complexity and time required to complete the review working with a range of RSLs, tenants, families, carers and other stakeholders. KEY ACTION 4.6 Improve access to specialist housing Incorporate further housing information in Making Life Easier Timescale changed from 2024 to 2025 Housing information provided for MLE but further review required to identify if there is scope for enhanced housing information. This may require some I.T. updates. KEY ACTION 4.7 Improve the use of technology to help enable independence, inclusion and promote better outcomes Develop SMART Home standard for council new build homes to ensure digital infrastructure supports telecare, telehealth and digital connectivity requirements for the future Indicator change from ‘new build technical report’ to ‘standard specification’ Complete SMART Homes pilot in Kerr Grieve Court to identify potential technology options for older people’s housing Action removed Action no longer applicable due to ethical issues and the council’s approach to technology in the provision of older people’s housing. 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 Ensure housing staff complete LGBT training module to improve awareness of barriers and improve housing information, advice and support Action removed LGBT e-learning module is no longer available on the council’s learning platform for staff to complete. Revise the Common Housing Register Form to include collation of other protected characteristics information Action removed Unable to collect at present due to current IT system issues. Equalities information will be included in an online form as part of the replacement for HSMS. KEY ACTION 5.1 We begin a just transition towards a Net Zero North Lanarkshire Develop understanding of whole life costs and issues associated with the transition to low and zero carbon heat on the council and its tenants Timescale changed from 2024 to 2025 This action is dependent on completion of the net zero site at Dykehead Road to enable an evaluation of life costs associated with zero carbon heating systems. This action is now linked to wider GCR activity and has involved the use of technology and sensors to capture data in net zero homes and other homes with other heating system types and energy efficiency measures. Additional time is required to enable deployment of these sensors and analysis of the data collated. Enforce private rented sector energy efficiency regulations and engage with private landlords to improve compliance Timescale changed from 2024 to 2025 This is delayed and linked to the progress of the Heat & Buildings Bill and the Housing (Scotland) Bill which include new energy efficiency requirements in the PRS as well as a Rental Sector Strategy. Theses Bills were introduced in Parliament in March 2024 and are now in the Parliamentary process. KEY ACTION 7.1 Develop and deliver new PRS access scheme PRS access scheme developed Action removed Unable to proceed due to lack of interest from landlords Scheme implemented and enabling better access to the PRS Action removed Unable to develop a PRS Access Scheme at current time due to multiple demands on PRS stock including Ukrainian resettlement and asylum dispersal. Page 88 of 198
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46 Local Housing Strategy Annual Progress Report 2024 Revisions Log Action Milestone Revisions made Reasons KEY ACTION 7.2 Improve private sector housing advice Establish local PRS champions to encourage wider improved PRS advice amongst locality housing teams Action removed No requirement to have PRS Champions as all housing staff have access to specific PRS training including localised information. KEY ACTION 7.3 Work with private landlords to improve management and quality standards in the PRS Develop an engagement strategy for improving energy efficiency regulations in the PRS which will include a communications and involvement strategy and enforcement approach Timescale changed from 2026 from 2022 The Heat in Buildings Bill will bring in new energy efficiency standards for the PRS. Consultation on the proposed new standards ended in March 2024 - feedback is being considered in relation to the proposals. It is therefore necessary to wait until the new requirements are confirmed before a strategic approach can be taken to enforcement and involvement. KEY ACTION 7.4 Improve access to the PRS Establish a private landlord working group to identify ways in which the PRS could better contribute to meeting housing needs in North Lanarkshire Action removed There is no appetite from private landlords to establish a separate private landlord working group. This has been explored at the private landlord forum, with no expressions of interest. The private landlord forum provides a way in which private landlords can work with the council to identify ways in which the PRS can meed housing needs in North Lanarkshire. Work with partner RSLs developing Private Lettings Services in North Lanarkshire to meet housing need better, exploring opportunities linked to RRTP Action removed Proposal paper developed in 2023. Unable to develop a PRS Access Scheme at current time due to multiple demands on PRS stock including Ukrainian resettlement and asylum dispersal. 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 Action removed Tenant & Resident participation is inclusive and involves tenants from across tenures, although very small numbers of PRS tenants which means establishing a PRS tenant panel is not feasible. 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 Action removed Very small numbers of PRS tenants engaged in tenant and resident groups which means establishing a PRS tenant panel is not feasible. A survey will be issued through Gov.Delivery to seek views from PRS tenants on website content. Reviewed other LA websites to identify any areas for improvement. 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 Timescale changed to 2026 from 2024 This is delayed and linked to the progress of the Heat & Buildings Bill and the Housing (Scotland) Bill which include new energy efficiency requirements in the PRS as well as a Rental Sector Strategy. These Bills were introduced in Parliament in March 2024 and are now in the Parliamentary process. Page 89 of 198
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47 Local Housing Strategy Annual Progress Report 2024 Page 90 of 198
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CC_2024_00509 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 198
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ⊠ Yes ☐ No Ref SW/CB/LK Date 12/02/25 Housing Outline HRA Capital Programme 2025/26 From Stephen Llewellyn, Chief Officer (Housing) E-mail llewellyns@northlan.gov.uk Telephone 07583097785 Executive Summary The purpose of this report is to seek approval from the Housing Committee for the mainstream Housing Capital Programme (excluding new supply) for 2025/26. Recommendations It is recommended that the Housing Committee. (1) Approve the Housing Revenue Account (HRA) Capital Programme for 2025/26 as outlined in Appendix 1. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement All ambition statements Programme of Work All Programmes of Work Item 6 Page 93 of 198
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1. Background 1.1 Committee will recall that a 5-year outline HRA Capital Programme from 2021/22 to 2025/26 was approved in May 2020 providing for investment of over £266million. To date, this spend has increased as shown in Table 1 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 Financial year 2025/26 presents the last year of the current 5-year plan with a new plan covering 2026/27 – 2030/31 due to be submitted for approval by Committee later within the 2025/26 financial year. 1.3 As outlined in previous reports, new priorities and requirements have been introduced throughout the timeframe of the current five-year plan which have been incorporated as required. 1.4 One of the continuing main priorities of the investment plan is the improvement of the energy efficiency of tenant's homes and meeting the Scottish Housing Quality Standard (SHQS) which incorporates the energy efficiency in Scottish social housing (EESSH2) standard. The EESSH2 standard requires that all social housing should achieve a minimum Energy Performance Certificate (EPC) rating of D by December 2025 and meet an EPC band B or be as energy efficiency as possible by the end of December 2032 (within the limits of cost, technology and necessary consent). 1.5 The EESSH2 standard is due to be replaced by a new Social Housing Net Zero Standard (SHNZS) which is currently understood will not be brought into force before 2025. In addition, the associated new Heat in Building Standard Delivery plan is due to be published in 2025 which would prohibit the use of polluting heating sources (such as gas, oil or LPG boilers) for all buildings from 2045. 1.6 Other legislation which came into force in 2024 which will influence future investment includes the Housing (Cladding Remediation) (Scotland) Act which requires owners of buildings with cladding to undertake an assessment process, record the findings and any actions taken within a published register. 1.7 The current five-year plan started during the pandemic and was affected by the issues that occurred during that period. A number of challenges that occurred then are still impacting the programme, such as contractor availability and building material costs which have increased 37% since 2020. 1.8 Other external factors are also in place which influence ongoing investment plans. The Energy price cap which fixes the maximum price that can be charged for units of energy on a standard tariff fell in April and July 2024 but increased again in October 2024 and in January 2025. 1.9 The Office for National Statistic (ONS) reported in October 2024, around half of adults had stated that their cost of living had increased in the previous month with 72% quoted the increase related to their gas and electricity bills. In relation to Scotland, the Scottish Government’s July 2024 Scottish Economic Bulletin reported 60% of households are spending less on non-essentials with 41% reporting spending less on fuel in their homes. Although it is understood why such actions may be taken by tenants, not heating homes properly can have an impact on the fabric of buildings and exacerbate potential damp and mould issues. Page 94 of 198
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1.10 Committee can be assured that action continue to be taken to reduce, wherever possible, the impact of external issues on investment decisions for tenants’ homes. More details of the type of works proposed within the 2025/26 capital programme are provided in the report. 2. Report Capital Resources – HRA Programme 2.1 As part of the current five-year investment plan, detailed spend proposals for 2025/26 have been prepared for Committee’s consideration as outlined in Appendix 1. 2.2 As outlined in previous reports, delivery of the programme was impacted by the Covid- 19 pandemic and Brexit resulting in a reprofiling of the investment. Table 1 illustrates the spend that has occurred during the current five-year plan. Table 1 2021/22 2022/23 2023/24 2024/25 2025/26 Total £000 £000 £000 £000 £000 £000 Original Working Capital Programme 74,379 60,745 60,882 73,825 76,617 346,448 Original Slippage 6,752 5,795 5,535 6,711 6,965 31,758 Original Current Capital Programme 67,627 54,950 55,347 67,114 69,652 314,690 Reprofiled Expenditure (14,724) 2,027 119 (4,000) 16,578 - Revised Capital Expenditure 52,903 56,977 55,466 63,114 86,230 314,690 2.3 A target spend of £314.690m was approved for the 5-year period 2021/22 to 2025/26.It is anticipated £228.460m of this will be achieved by the end of the 2024/25 financial year with a balance of £86.230m to be achieved during 2025/26. 2.4 A total slippage allowance of £31.758m was recognised over the 5-year period and has not been utilised to date. Slippage allowances of approximately 5% has been added to the 2025/26 programme to arrive at a working programme of £90.616m as outlined in table 2. This is in line with the investment targets included within the 2025/26 Revenue Estimates. 2.5 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 2024/25 programme. Page 95 of 198
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TABLE 2 – Resources 2025/26 £000 Prudential Borrowing 70,811 Capital Funded from Current Revenue (CFCR) 15,419 Total projected resources 86,230 Slippage allowance 4,386 Working programme 90,616 **Pending approval of the Revenue Estimates HRA Capital Programme details Heating 2.6 The 2025/26 programme will see the continuation of the replacement of existing heating systems based on their age. Although tenants may not be immediately aware of the advantages of having the heating systems in their home replaced, it should be noted new systems can be up to 15-30% more efficient than older ones which means they are using less fuel to produce heat. 2.7 The council is cognisant of the forthcoming 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 heater systems where practicable which would not result in tenants potentially being placed in fuel poverty based on current fuel costs. 2.8 Problems can occur in relation to the retrofitting of renewable heating sources within homes. To try to find solutions for such issues, the council, in association with West Dunbartonshire Council, was awarded £150k from Scottish Enterprise’s Green Heat Retrofit Innovation Challenge in 2024 which aims to support local public sector landlords in the decarbonisation of heat in their housing stock. The challenge to the private sector is to develop innovative new renewable heating solutions not currently on the market for often very small flats and mixed tenure blocks where space for equipment is at a premium or where building elements are in common ownership making options such as air/ground source heat pumps not always feasible. 2.9 The current solar photovoltaic (PV) panel programme will be expanded with over 1330 installations planned for 2025/26 and over 12,000 installations planned to properties throughout the Authority before the EESSH2 deadline of 2032. 2.10 As part of this programme, for tenants living in mixed tenure blocks, all efforts are made to ensure that wherever possible, permission is gained from any owners to enable the placing of PV panels serving tenants home on the commonly owned roof. 2.11 Other works which will continue throughout the 2025/26 programme will be the installation of loft insulation where required and a further increase in the removal and replacement of elderly cavity wall insulation to increase the energy efficiency of tenants’ homes. Page 96 of 198
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Windows/Door Replacement 2.12 The backlog issues from 2023/24 regarding the council’s triple glazing programme were resolved in 2024/25 with all addresses initially planned for 2023/24 prioritised and completed in 2024/25. The programme for 2025/26 will now resume based on the previous age profile for replacement of between 20-25 years. 2.13 The programme of installing fire rated doors to flats in low rise flats will continue in 5 storey blocks of flats and any attached surrounding addresses. Roofing and Rendering 2.14 The project of replacing the roofs and increasing the insulation levels in non-traditional house types in Lomond Road area in Coatbridge which started in 2022/23 completed in 2024/25 with the project now starting design work in 2025/26 for similar non- traditional property types elsewhere in the Authority. 2.15 The pilot project for the thermal upgrading of Swedish Timber style timber houses started in 2024/25 with its continuation for the remaining other properties of similar construction planned to start in 2025/26. In addition, design development work will start on other timber construction type properties during the financial year 2025/26. 2.16 Committee will be aware of the council’s approach of “fabric first” to improving energy efficiency through the fitting of external wall insulation ahead of the consideration of the installation of possible renewable heating sources. This approach is generally recognised as the most effective manner of offsetting any possible increase in running costs for renewable heating sources. Within 2025/26, external works are planned across the Authority. 2.17 As outlined in Section 1.7, costs are still rising which means prices for owners in mixed tenure blocks have increased as well. It is now estimated that owners would require to pay on average over £15,000 per property to have external wall insulation work undertaken to their homes. Wherever possible, the council looks to support owners by identifying options which may assist those 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. 2.18 The main source of funding which has been able to be utilised to assist owners is the Scottish Government’s Energy Efficient Scotland: Area Based Scheme (EES: ABS) for owners. The current EES:ABS programme will complete blocks of flats in Kilsyth, Airdrie and Coatbridge with plans for further properties in Coatbridge, Airdrie and Wishaw areas subject to confirmed ongoing funding within 2025/26. Lead pipe replacement 2.19 The ongoing lead pipe replacement programme of testing and replacement of pipework as required continues in 2025/26 with the focus moving to a testing programme due to the extent of works undertaken to date. Any addresses requiring replaced on an ad hoc basis will be undertaken as part of this programme. Controlled Door Entries 2.20 In 2024/25, over 60 new systems are projected to be installed with the programme continuing in 2025/26. Page 97 of 198
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2.21 In mixed tenure blocks, owners are required to pay for any work undertaken to the door entry systems to common areas. With costs for such replacement systems now more than £3,500 per owner, this has an impact on the council’s ability to install new systems to closes but again, wherever possible the council will look to assist owners regarding their legal obligations. Electrical Work 2.22 Where a property is identified as requiring to be rewired, this will continue to be undertaken as part of the 2025/26 programme. 2.23 The council’s programme for the renewal of communal close lighting will also continue in 2025/26 with the focus continuing to look at mixed tenure closes for which owners share repair responsibilities for these systems with the council. 2.24 Owners’ ability to pay for such works, which are now on average costing over £2,500 per property depending on the size/type of work, may have an impact on the council being able to re-instate full close lighting systems. Kitchens and Bathrooms 2.25 The mainstream programme for the replacement of kitchens first installed 20 years ago will commence in 2025/26 in addition to properties where tenants have previously refused works and/or works required in void properties. 2.26 Changes to procedures during 2024/25 mean that the upgrading of elderly adapted bathrooms will now start to be replaced in 2025/26. Information on where properties will be offered this option is currently being collated and tenants will be contacted about whether they wish this work undertaken. The programme will also include, where appropriate, where tenants have previously refused works and/or works required in void properties. Tower Strategy 2.27 The replacement and refurbishment of lifts as required within towers will continue in 2025/26. 2.28 Phase 3 of the sprinkler installation programme will also continue in 2025/26 with the installation of sprinkler systems in two towers. 2.29 Design work for external upgrading works to Whifflet and Calder Towers in Coatbridge was completed in 2024/25 and the works are planned to start on site later in 2025/26. Ambition 2.30 Demolition work to Coursington, Allan and Draffen Towers in Motherwell was suspended due to technical issues but restarted in late 2024 with surveys and external cladding removal now nearing completion. A recommendation has been developed by the principal contractor for the demolition method and this is the subject of another report at Committee. 2.31 Demolition work to Jackson Court, Coatbridge continues with completion due later in 2025/26, and tenders are being prepared for the demolition of Dunbeth Court to enable both towers to be demolished consecutively. Page 98 of 198
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2.32 Following the completion of refurbishment and demolition surveys at Allershaw Tower, Wishaw a contract for the demolition will be awarded in early 2025/26 and will be progressed following the completion of the Gowkthrapple low rise block demolitions. Community Care 2.33 Upgrading works to Drummond Drive Retirement Housing Complex are due to start on site later in 2025/26. 2.34 The pilot project to install platform lifts to be installed to John Smith Court Retirement Housing Complex, which was delayed from 2024/25 due to design requirements, will start in 2025/26. Later in 2025/26, all other lifts will also be installed as originally planned. 2.35 The installation of fire rated front doors to flats within complexes which started in 2024/25 will continue throughout 2025/26 in addition to fire stopping works to the same addresses. The age profile and capacity of the residents of the complexes in terms of ease of opening and closing their front doors was 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. 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. 4. Supporting documentation 4.1 Appendix 1 – 2025/26 HRA Capital Programme Stephen Llewellyn Chief Officer, Housing Page 99 of 198
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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? Finance have been involved in the development of the information contained within this report. Provision for the anticipated programme is noted within the 2025/26 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 100 of 198
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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) which is currently planned for implementation starting during the financial year 2024/25 and will continue in 2025/26. 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 101 of 198
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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 102 of 198
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2025/26 HRA Capital Programme APPENDIX 1 Programmes TOTAL Estate Regeneration Estate Regeneration Sub TOTAL £500,000 Energy Efficiency Heating £10,557,921 Windows & Doors £9,062,776 Decarbonisation funding £8,543,554 Sub TOTAL £28,164,251 Major Repairs Major repairs £2,642,959 Roofing/Rendering £19,168,857 Sub TOTAL £21,811,816 Home safety and security Lead Pipe replacement £105,997 Door entry replacement £1,059,974 Electrical work £1,589,961 Sub TOTAL £2,755,932 Internal upgrading Kitchens £6,344,080 Bathrooms £4,058,024 Sub TOTAL £10,402,105 Tower strategy Tower Strategy £3,928,263 Demolition £13,296,770 Sub TOTAL £17,225,033 Community Care Community Care Sub TOTAL £3,158,722 Fees/miscellaneous Fees/miscellaneous Sub TOTAL £6,598,136 GRAND TOTAL £90,615,995 Page 103 of 198
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref GT/VR Date 12/02/25 HRA Capital Monitoring Report – 1 April 2024 to 6 December 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 the agreed spending plans within the 2024/25 HRA capital programmes. The Strategic Capital Delivery Group approved a reprofiling request on the 24 October 2024 which re-aligned planned spend of £4.000m to the 2025/26 financial year. Following this, the Mainstream programme spend is projected on target. The New Supply programme is projecting an underspend of £1.182m due to lower than anticipated land costs as a result of a higher level of abnormalities being identified. There is also slight acceleration to the receipt of grant income resulting in a reduced borrowing requirement of £1.284m. Budget was allocated to allow the acquisition of 10 properties within the Mortgage to Rent (MTR) programme. It is now anticipated that 8 properties will be acquired throughout 2024/25, resulting in an underspend of £0.120m. An over recovery of income of £0.033m is being projected resulting in a reduced borrowing requirement of £0.153m. The Buy Back scheme is projecting on target and is expected to acquire 100 properties during the 2024/25 financial year. This is a demand led programme and will continue to be closely monitored. Recommendations It is recommended that the Housing Committee: (1) Acknowledges the financial position of the 2024/25 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 7 Page 105 of 198
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1. Background Mainstream Working Programme 1.1 The Housing Committee on the 14th of February 2024 approved an outline mainstream programme for 2024/25 based on targeted expenditure of £73.825m including slippage of £6.711m. Following approval by the Strategic Capital Delivery Group on 24 October, the Mainstream capital programme has been revised to realign £4.000m to future years. The revised programme of £63.114m will be funded as follows: £000 Prudential Borrowing 47,695 Capital Funded from Current Revenue (CFCR) 15,419 Total revised projected resources required 63,114 New Build Programme 1.2 The 2024/25 working programme for new build is £34.541m, with 281 completions expected for the year and is funded as follows: £000 Prudential Borrowing 19,925 Capital Funded from Current Revenue (CFCR) 4,670 Scottish Government Grant 10,946 Total projected resources 35,541 Council Buy Back Schemes 1.3 As part of the 2024/25 Revenue Estimates, the budget provided for the continuation of both the Council’s Empty Homes Purchase Scheme (EHPS) and the Open Market Purchase Scheme (OMPS). This will allow approximately 100 properties to be brought back into Council use. 1.4 In addition to the EHPS and OMPS, the Mortgage to Rent scheme (MTR) was also added to the overall Council Buy Back scheme and is anticipating an additional 10 properties to be brought back into council use in 2024/25. 1.5 Funding requirements for 2024/25 for the Council Buy Back Scheme is made up as follows: £000 Prudential Borrowing 8,130 Scottish Government Grant Subsidy Income 4,000 506 Total projected resources 12,636 Page 106 of 198
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2. Report 2.1 The projected financial performance of the HRA Capital Programmes to 31 March 2025 is summarised below with further detail provided in appendix 1 for HRA mainstream programme and appendix 2 for the newbuild and buy back programmes. Mainstream 2.2 Following an assessment of projected spend requirements for 2024/25 during a mid- year budgetary review, a reprofiling request across a number of projects totalling £4.000m was approved at the Strategic Capital Delivery Group. The target spend for the 2024/25 financial year has therefore been revised from £67.114m to £63.114m. 2.3 As at Period 10, £63.011m (99% of the working capital programme) has been legally committed with £40.597m spent (64% of the working capital programme). The programme is projecting a full spend for this financial year. New Build 2.4 A summary of projected outturn spend on the new build programme is illustrated within Appendix 2. The New Build programme is projected to underspend by £1.182m. As at period 10, £34.359m is legally committed (97% of the targeted spend) with £24.032m spent (68%). 2.5 There are currently three projects on site at Brandon Street, Motherwell; Northburn Avenue Shop, Airdrie (Conversion); and Thorn Road, Bellshill. 2.6 Completion of the first 18 homes at Brandon Street, Motherwell, took place during the period. 2.7 Following a procurement exercise through the SPA framework, the main works contract for Laburnum Road, Viewpark, was awarded during the period. 2.8 To date, 1,599 new build homes have been completed as part of the Council’s ambitious new supply programme of 5,000 new homes. Currently, 59 homes are under construction, with a total of 281 homes expected to complete during 2024/25, against a target of 268 homes. 2.9 Sites have been identified and approved at Committee for a further 1,124 homes across 32 sites, with site investigations, title checks and design development on these sites progressing. 2.10 The Council has appointed contractors and consultants who are progressing layouts and designs for several sites, with site investigations underway. Council Buy Back Scheme 2.11 A summary of projected outturn spend on the Council Buy Back Schemes is also contained within Appendix 2. Projected spend currently totals £12.516m collectively between the Council buy back schemes, £11.791m is attributable to the Empty Homes Purchase Scheme (EHPS) and Open Market Purchase Scheme (OMPS) and £0.725m Page 107 of 198
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to the MTR scheme resulting in an underspend of £0.120m. This is funded by Prudential Borrowing, Scottish Government Funding and Subsidy Income. 2.12 An over recovery of income of £0.033m is being projected within the MTR scheme resulting in a reduction to borrowing of £0.153m. 2.13 To date, 62 properties have been brought back into use as affordable housing in 2024/25, with 100 properties expected to be acquired during this financial year. This is a demand led programme and risk of anticipated changes to acquisition volumes will continue to be monitored closely. 2.14 Following the allocation of additional funding to North Lanarkshire, a Scottish Government grant contribution of £3.194m has been secured for 2024/25. Further funding may become available in 2024/25, dependent on progress with the wider North Lanarkshire ‘Affordable Housing Supply Programme’ resource allocation. 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 – 2024/25 HRA Capital Programme – Mainstream Budget Monitoring Period 10 Appendix 2 – 2024/25 HRA Capital Programme – New Build / Council Buy Back Scheme Budget Monitoring Period 10 Andrew McPherson Depute Chief Executive Page 108 of 198
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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? 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)? Page 109 of 198
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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 110 of 198
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Appendix 1 Page 111 of 198
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Appendix 2 Page 112 of 198
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref GT/JM Date 12/02/25 Enterprise and 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 2024/25 Enterprise and Communities capital programme for the period ended 3 January 2025 (Period 10). In summary, the Service has a total capital budget of £130.406m. At this stage in the financial year the Service expects expenditure to be £13.467m lower than current programme which is largely as a result of the changing profile of project expenditure. The variance will be carried forward into the 2025/26 financial year to support the completion of works. 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 2024/25 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 8 Page 113 of 198
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1. Background 1.1 Financial year 2024/25 is the first year of the 5 year capital programme which was approved by the Policy and Strategy Committee on 14 March 2024. 1.2 The Enterprise and Communities 2024/25 capital programme of £112.803m was approved by the Policy and Strategy Committee on 14 March 2024. The programme has since been increased by £15.765m relating to carry forwards from 2023/24 and increased external funding £8.946m. Reprofiling of £1.539m to future years and acceleration of £0.458m from future years was approved at the Council’s Strategic Capital Delivery Group (SCDG) in June 2024. In addition, the October SCDG approved the reprofiling of £6.027m from the 2024/25 City Deal budget, resulting in a revised working capital budget for Enterprise and Communities of £130.406m. 1.3 The Council’s approved Financial Regulations requires services to remain within their approved budgetary provision, and to report all significant deviations – defined as the higher of £0.100m or 5% - within their budget monitoring reports. Where significant deviations were identified, services must provide explanatory commentary, outline the action required to rectify such deviations and where relevant, must also highlight the impact this has on other budget headings. 2. Report 2.1 At this stage in the financial year the Service expects expenditure to be £13.467m lower than current programme. Given delivery challenges in the capital programme, the Service continues to review the potential to accelerate the profile of already planned works and will report this in future reports. Capital budgets and expenditure are summarised into Project/Themes (see Appendix 1). Assets and Procurement (£3.872m less than budget) 2.2 Within Assets and Procurement, works have been accelerated within the Office Accommodation Theme (£1.606m) to support the needs of services. There are emerging issues within the Time Capsule’s water sports facility and lifts maintenance requirements which have resulted in forecast additional costs of £0.633m this financial year. The Service is working with the contractor to mobilise the works. This acceleration was approved at the SCDG in October 2024. There have also been cost increases experienced on a major rewire project within Maintaining Existing assets (£0.963m) mainly linked to additional asbestos removal works. This has been offset by an underspend on roofing works and the reprofiling of the timing of other works into next financial year. Within Sustainable Estates there has been additional unforeseen drainage works required for two modular accommodation projects resulting in increased costs of £0.291m. There have also been increased costs experienced to finalise the Heathery Park nursey project (£0.201m). The Service will manage these increased budget requirements through their overall 5 year allocation. Within the ASN theme there is an in year variance of £0.819m this financial year linked to Carnbroe project and the Edward Lawson centre project which are now planned to complete in 2025/26. Within the Town and Community Hub Theme there is an in year variance of £5.847m which is mainly in relation to the St Kevin’s Community Hub project (5.052m) due to a Page 114 of 198
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timing delay in financial close as a result of pollution control issues which have now been resolved. In addition, there is a variance of £0.700m in relation to the Grass Pitch at Gartcosh where there is a delay with Scottish Power completing work to move a sub station to allow the pitch works to take place. Outdoor Education is also reporting an in year variance of £0.262m linked to the three pitch replacements where the contractor is on site however it is anticipate work will now span into April 2025. Community Operations (£6.536m less than budget) 2.3 Within Community Operations the Service is undertaking an ongoing review of the Council’s vehicle requirements including the timing of delivery of new vehicles. As a result, an in year variance of £4.551m is projected. The Service is actively considering other purchases that can be ordered and delivered this financial year in order to reduce the reliance on external hires. Due to the delay in commencing the new Roads and Infrastructure contract an underspend of £1.260m is currently anticipated for the LED Infrastructure project. Engagement with the new Roads and Infrastructure provider is ongoing to establish delivery timescales. Programme delivery schedules have now been received from the appointed contractor at Pather Farm Cemetery which has highlighted works will continue into 2025/26. As a result of the current year underspend works will be taken forward at Cambusnethan Cemetery this financial year. Within the Parks Masterplan theme there is an in year variance of £0.235m in relation to Bothwell Haugh Cottage works where there has been a delay in the design stage therefore this will no span into 2025/26. Place (£3.059m less than budget) 2.4 It is anticipated that Economic Regeneration will see an increase in costs of £0.274m related to the Braidhurst Industrial Estate however external funding is currently being sought to offset this. In addition, there is a further £0.100m increased costs for Town Centre Fund however there are funds are being held in future years to cover this. An underspend in the current year of £3.093m is anticipated for City Deal projects due to payment for public utilities work now not due until early in the new financial year. Infrastructure & Transportation are reporting an underspend of £0.340m. This is a result of the delay in the Roads and Infrastructure contract being awarded which has meant that some works will not be complete until early 2025/26. 2.5 It is also worth noting that with continuing increases in the cost of delivering capital programmes all service areas continue to face significant challenges managing the delivery of capital programmes within the available envelope of resources. The Service will continue to seek to manage within existing resources. 3. Measures of success 3.1 The Service aim is to be in a balanced budget position at financial year-end and will take current reprofile requests to Committee. Page 115 of 198
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4. Supporting documentation 4.1 Appendix 1 Summary Expenditure by Project/Theme Andrew McPherson Depute Chief Executive Page 116 of 198
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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 ☐ 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 117 of 198
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Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? All activities undertaken by the Council are subject to risk, and in acknowledging the Council’s approved Risk Management Strategy, Services managed these as part of their overall corporate and service planning processes. The current economic climate, in particular, has the potential to impact upon the Council’s ability to provide quality services within approved budget levels. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 118 of 198
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Appendix 1 Enterprise & Communities Capital Programme 2024/25 Theme Expenditure Summary 1st April 2024 - 3rd January 2024 (PERIOD 10) Lvl 8 Thematic Category Revised Budget £ Actual £ Committed £ Uncommitted £ Projected Outturn £ Outturn variance £ CXA1 ASSET & PROCUREMENT CXA1A Maintaining Existing Assets - windows, re- roofing, re-wiring and condition survey works for the Council's building assets 5,624,977 4,777,956 6,281,331 326,092 6,607,422 (982,445) CXA1B Carbon Management 1,864,017 178,042 1,601,354 262,663 1,864,017 0 CXA1C Office Accommodation 937,312 2,100,211 2,362,857 180,000 2,542,857 (1,605,545) CXA1H Health & Wellbeing & Digital Classrooms 154,494 104,435 150,000 0 150,000 4,494 CXA1I Rationalisation including ASN & Social Work 4,662,868 1,662,486 2,474,483 1,369,399 3,843,882 818,986 CXA1J Curriculum Development 462,684 286,950 286,950 206,315 493,265 (30,581) CXA1K Sustainable Estate 1,356,117 1,357,927 1,572,652 0 1,572,652 (216,535) CXA1L Outdoor Education and Outdoor Spaces 3,426,060 930,740 3,188,273 0 3,188,273 237,787 CXA1F Future Capital Receipts Investments 531,729 371,030 503,670 0 503,670 28,059 CXA1M Design Fees 1,699,987 1,299,143 1,688,886 0 1,688,886 11,101 CXA1N 1140 Early Learning and Childcare Expansion 818,640 666,955 869,965 150,000 1,019,965 (201,325) CXA1P Water Quality 92,496 64,444 77,451 15,045 92,496 0 CXA1E Demolitions 413,001 313,721 401,288 50,938 452,227 (39,226) TOTAL ASSET & PROCUREMENT 22,044,382 14,114,042 21,459,160 2,560,452 24,019,612 (1,975,230) CXA2 TOWN AND COMMUNITY HUBS CXA2A Town and Community Hubs 43,573,724 25,045,323 35,449,682 2,276,615 37,726,297 5,847,427 TOTAL TOWN AND COMMUNITY HUBS 43,573,724 25,045,323 35,449,682 2,276,615 37,726,297 5,847,427 COMMUNITY OPERATIONS CXC8 Operational and Infrastructure Development 13,408,968 5,483,271 7,849,053 1,326,334 9,175,387 4,233,581 CXC6A Greenspace and Cemeteries 5,175,045 1,620,879 3,610,843 895,734 4,506,578 668,467 CXC4A Greenspace Climate Resilience and Wellbeing 1,022,082 482,095 647,735 529,784 1,177,519 (155,437) CXC5A Parks Master Plan (including Strathclyde Park Watersports Centre Redevelopment) 1,125,527 403,923 759,255 50,000 809,255 316,272 CXC7A Roads and Street Lighting/Asset Mgt 12,786,575 4,874,810 9,981,120 1,432,178 11,413,298 1,373,277 CXC2A Contaminated Land and Resilience 581,223 266,477 309,451 171,772 481,223 100,000 TOTAL COMMUNITY OPERATIONS 34,099,420 13,131,455 23,157,458 4,405,803 27,563,260 6,536,160 PLACE CXB2B Economic Regeneration 9,203,842 6,080,372 7,004,560 2,573,743 9,578,303 (374,461) CXB3A City Deal 9,289,253 4,766,202 5,815,673 380,292 6,195,965 3,093,288 CXB3B Enterprise Projects 1,837,827 557,263 887,579 950,248 1,837,827 0 CXB1A Infrastructure & Transportation Improvements 10,357,852 4,440,166 9,110,750 907,295 10,018,045 339,807 TOTAL PLACE 30,688,774 15,844,004 22,818,561 4,811,578 27,630,140 3,058,634 TOTAL ENTERPRISE & COMMUNITIES 130,406,300 68,134,823 102,884,861 14,054,448 116,939,309 13,466,991 YTD OUTTURN Page 119 of 198
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref GT/JMcG Date 12/02/25 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 higher of £100,000 or 5% - within their budget monitoring reports. Where significant deviations are identified, services must provide explanatory commentary, outline the action required to rectify such deviations and where relevant, must also highlight the impact this has on other budget headings. Executive Summary This report provides a summary of the financial performance of the Enterprise and Communities service for the period 1 April 2024 to 3rd January 2025 (Period 10) and illustrates the provisional outturn as at 31 March 2025. Major outturn variances are highlighted and explained as per the Council’s approved Financial Regulations. In summary, the Enterprise and Communities service is currently forecasting a break-even position at this stage in the financial year. Recommendations It is recommended that Committee: (1) Acknowledges the financial position of the 2024/25 Enterprise and Communities revenue budget. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (25) Ensure intelligent use of data and information to support fully evidence based decision making and future planning Item 9 Page 121 of 198
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2. Report Summary of Financial Position 2.1 The Council approved its General Fund Revenue Budget on 15 February 2024, of which £201.899m (19.86%) represented the approved Net Revenue Budget for Enterprise and Communities. This budget has since been increased by £5.059m for the 2024/25 pay award and a further £0.023m to reflect additional budget support for Rapid Rehousing. In addition, the budget now also reflects a realignment of ASN bus route budgets transferred to Education, Children and Families of £0.558m. The combination of these results in a revised budget of £206.423m for the Service. 2.1.1 Enterprise and Communities is currently forecasting a break-even position. 2.1.2 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. 2.1.3 The 2024/25 Enterprise and Communities budget incorporates £5.044m of savings. Of this, £2.744m relates to service specific savings with £2.0944m of savings (76%) forecast to be delivered within the current financial year. Further information regarding particularly challenging savings is noted in paragraph 2.4 below. The full £2.300m historic underspend savings target has now been achieved. Analysis of Significant Variations 2.2 The Enterprise and Communities service is currently forecasting a break-even position for this financial year. As at Period 10, there are a number of compensating variances across the divisions and these are further explained below: 2.2.1 Assets and Procurement (£0.159m higher than budget) Asset Management is projecting additional property and supplies costs of £0.363m higher than budget due to a timing delay in Office Rationalisation. There are other compensating variances due to key net employee vacancies (£0.488m) and additional rental income of £0.310m offset by use of external advisors (£0.594m) as a result of difficulties in filling vacancies. 2.2.2 Community Operations (£1.278m higher than budget) The Active and Creative Communities function is projected to outturn £1.185m higher than budget. This is largely attributable to lower than budgeted Active NL membership income (£0.522m), net venue ticket sales (£0.370m) and pay as you go income (£0.303m). In addition, the service is currently experiencing additional cost pressures linked to increased property costs including utilities (£0.316m). These are partially offset by one-off grant income (£0.177m) and rental income (£0.150m). Land Management and Waste Solutions anticipate an underspend of £1.342m. This is attributable to underspends in Employee Costs within Land (£0.878m), mainly from vacancies, partially offset by increased overtime costs of £0.529m. Over-recoveries of income from recyclable materials in Waste (£0.170m) are partially offset by an Page 122 of 198
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expected under-recovery of Special Uplift income (£0.105m) through reduced demand for the service and other minor variances. An overspend of £0.204m is anticipated within Protective Services, largely through increasing Pest Control sub-contractor costs and Public Analyst fees (£0.124m), from increased number of pest control cases. Minor vacancy savings are mostly offset by a minor under-recovery of Pest Control income. Building control fee income is also projecting to be under recovered by £0.229m. Within Fleet, expected additional external hire costs (£0.886m) and outsourcing of larger vehicle servicing costs (£0.359m) as a result of difficulties in recruiting mechanics are largely offset by an ear-marked reserve. Net employee savings (£0.782m), mainly from mechanic vacancies, are largely offset by overspends forecast against vehicle parts and materials (£0.342m) and increased tyres (£0.119m). The service is currently reviewing the vehicle requirements across the Council to reduce the external hires where possible. Roads and Transportation has a projected overspend of £0.480m. Within this projection there are increased costs (£1.000m) which have still to be finalised in relation to the previous road contract and disaggregation of the work in progress. This overspend is partly offset by savings in street lighting electricity costs because of prior year investment in LED replacement programme (£0.200m); employee costs vacancies (£0.086m); reduced upkeep of grounds costs (£0.082m) and a small over recovery of income (£0.068m). Within Facility Support Services an underspend of £0.574m is projected. This is due to the grant for Free School Meals received in advance of need (£1.000m) and additional school catering paid meal income (£0.251m) which are partially offset by additional food costs (£0.279m). 2.2.3 Place (£0.817m underspend) An underspend of £0.817m is currently projected within Place, largely as a result of net vacancies throughout the division (£1.240m). This is partially offset by an overspend within Administration Costs of £0.121m relating to increased consultancy and staff training costs in addition to an overspend within Other Costs for external company payments (£0.189m) and other minor overspends across the other expenditure headings. 2.2.4 Housing Management (£1.065m underspend) It is anticipated that the Housing Management division will underspend by £1.065m this financial year. This is due to net vacancies across the service of £0.342m and an underspend within business development (£0.100m). Homeless rents are showing an income over recovery of £1.000m. Although there have been increased homeless presentations, the service has been able to recover a greater proportion of costs through Housing Benefits. These underspends are partially offset by additional costs associated with the maintenance of stair and close lighting (£0.222m). 2.2.5 Included within the reported outturn is the Council’s trading services which has an approved 2024/25 budgeted surplus of £0.462m. The Council has a statutory requirement to at least break-even over a rolling three year period with the latest position being a combined surplus of £0.274m for the period covering 2021/22 to 2023/24. As at Period 10, the Trading Accounts are projecting a surplus of £0.018m for Page 123 of 198
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this financial year, which is £0.444m less than budget. This reduced surplus is in relation to the Trade Waste activity where there has been a reduction in customer demand and also the impact of the recent wage award increasing costs. The Service is continuing to review this service and will provide updates in future reports. 2.2.6 Payments to other bodies are detailed in Appendix 3. This expenditure category has a total budget of £20.180m and is currently projected to be overspent by £2.174m. The projected overspend primarily relates to increased costs associated with the finalisation of the previous roads contract along with the mobilisation of the new contract (£1.296m). In addition there are increased agency and sub-contractor costs (£0.741m) mainly within Assets and Procurement and Community Operations due to the level of current vacancies while increased sub-contractor costs in Protective Services come as a result of increased pest control cases. Earmarked and One-off Reserves 2.3 Enterprise and Communities was given approval to earmark £18.255m of resources during the completion of the 2023/24 annual accounts. At Period 10, £14.102m of the reserve balance will be utilised in 2024/25, with a balance of £4.148m required for the original purpose in future years. The remaining £0.005m will no longer be required. Appendix 4 details the individual Earmarked Reserves. 2024/25 Budget Savings 2.4 The Service uses a variety of information, records and processes to monitor achievement of its approved budget savings of £5.044m. As at Period 10, £4.934m (87.12%) of its approved savings are forecast to be achievable during the year. The gap of £0.649m represents a timing delay in office rationalisation (£0.504m) and the introduction of tachograph fleet income (£0.050m) – both of which have been offset this financial year by an earmarked reserve. The remainder is for a delay in a staffing related saving within Business Intelligence (£0.061m) and delays in implementing charges for recycling bins (£0.035m) which will be offset by in year vacancy savings. Management Actions 2.6 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 2.7 The Service forecast to utilise £0.092m of the Council’s Change Management Fund mainly to support the litter bin strategy. A procurement exercise is currently underway and spend is fully expected this financial year. 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 Page 124 of 198
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Appendix 4 Status of Earmarked Reserves Appendix 5 Challenging Savings Andrew McPherson Depute Chief Executive Page 125 of 198
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The Service continues to curtail non-essential expenditure and take management action to minimise the impact of cost pressures on the Council’s overall financial position. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ Page 126 of 198
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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 127 of 198
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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 128 of 198
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APPENDIX 1 DIVISION OF SERVICE ANNUAL BUDGET PROJECTED OUT-TURN % PERIOD MOVEMENT SINCE ANALYSIS P6 [1] [2] [3] [4] [5] [6] [7] £ £ £ Assets & Procurement 37,514,575 37,674,038 (159,463) (0.4%) (159,465) Vacancy savings offset by increased external advisor costs and income from the legacy estate Community Operations 152,308,248 153,586,540 (1,278,292) (0.8%) (833,137) Under recovery in Leisure membership and Culture ticket sales and pay as you in go income, overspends in Fleet due to difficulties in recruitment, and outsourcing maintenance of larger vehicles as a result of delays in moving to new depot partially offset by saving in vacancies and catering grant received in advance of need and underspend in consumables/admin as a result of changes in the disposables require for School Meals, and in street lighting electricity due to prior years' investment in LED replacement programme, one off grant income and also one off rental income Housing Management 5,753,407 4,688,089 1,065,318 18.5% 971,058 Homeless rent over recovery, net vacancies and underspend in business development due to delay of work surrounding homeless prevention. Place 11,308,514 10,491,993 816,521 7.2% 147,202 Net vacancies partly offset by various minor underspends Trading (462,202) (18,120) (444,082) 96.1% (125,659) Under-recovery of trade waste uplift income. NET EXPENDITURE 206,422,542 206,422,542 0 0.0% 0 NORTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report - Objective Analysis Period 10 (01 April 2024 - 03 January 2025) Enterprise & Communities PROJECTED OUT- TURN VARIANCE Page 129 of 198
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APPENDIX 2 [1] [2] [3] [5] [6] [7] £ £ £ EMPLOYEE COSTS 129,855,212 126,164,834 3,690,377 FAV 2.8% 3,690,379 Vacancy savings partly offset by increased overtime and turnover. PROPERTY COSTS 58,623,693 58,992,507 (368,814) ADV (0.6%) (368,814) Overspends on utilities, property rates and health & safety, partly offset by reduced tipping fees. SUPPLIES & SERVICES 24,429,666 25,526,399 (1,096,733) ADV (4.5%) (1,096,733) Overspend on ICT costs, food provisions and sub- contracted work partly offset by reduced performing artist fees. TRANSPORT & PLANT 6,928,775 7,223,515 (294,740) ADV (4.3%) (294,740) Additional costs of outsourced Fleet work prior to completion of the new depot facility. ADMINISTRATION COSTS 16,295,781 15,877,471 418,310 FAV 2.6% 418,310 Grant received in advance of need, partly offset by increased external advisor costs as a result of vacancies. PAYMENTS TO OTHER BODIES 20,180,035 22,353,634 (2,173,599) ADV (10.8%) (2,173,599) See Appendix 3 TRANSFER PAYMENTS 25,122 25,122 0 0.0% 0 Balanced budget. CAPITAL FINANCING COSTS 60,182,957 60,182,592 365 FAV 0.0% 365 Minor underspend. OTHER EXPENDITURE 6,484,057 6,540,355 (56,299) ADV (0.9%) (56,299) Overspend on external payments within Business Growth Fund partly offset by underspend on miscellaneous costs. TOTAL EXPENDITURE 323,005,296 322,886,430 118,866 FAV 0.0% 118,869 INCOME 116,582,755 116,463,886 (118,868) AVD (0.1%) (118,868) Under recovery of active NL membership fees, Net Culutre ticket sales, pay as you go income within the Active and Creative Communities. Offset by £1m over recovery in homeless income presentations, one off grant and rental income NET EXPENDITURE 206,422,542 206,422,542 0 0.0% 0 % ANALYSIS PERIOD MOVEMENT SINCE P6 NORTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report - Subjective Analysis Period 10 (01 April 2024 - 03 January 2025) Enterprise & Communities CATEGORY ANNUAL BUDGET PROJECTED OUT-TURN PROJECTED OUT-TURN VARIANCE [4] Page 130 of 198
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APPENDIX 3 [1] [2] [3] [5] [6] [7] £ £ £ ROADS MAINTENANCE CONTRACTOR 5,241,413 6,537,721 (1,296,308) ADV (24.7%) (1,296,308) Finalisation of previous Road Contract and Work In Progress BUSINESS SUPPORT GRANTS 1,896,978 1,870,586 26,392 FAV 1.4% 19,433 Minor variance. HOMELESS SUPPORT FEES 1,393,100 1,393,100 0 0.0% 0 Balanced budget. PAYMENTS TO OTHER BODIES - GENERAL 2,124,055 2,129,454 (5,399) ADV (0.3%) 106,466 Minor variance. PAYMENTS TO CONTRACTORS - ROADS MAINT 8,551,584 8,591,026 (39,442) ADV (0.5%) (1,171) Minor variance. SUB-CONTRACTOR PAYMENTS 169,495 260,608 (91,113) ADV (53.8%) (4,773) Minor variance. AGENCY FEES 388,711 1,129,902 (741,191) ADV (190.7%) (502,255) Overspends in Asset Management, Waste and Fleet to cover current vacancies. PUBLIC ANALYST FEES 267,000 293,538 (26,538) ADV (9.9%) 0 Minor variance. PRIVATE SECTOR HOUSING GRANTS 147,699 147,699 0 0.0% 0 Balanced budget. TOTAL EXPENDITURE 20,180,035 22,353,634 (2,173,599) ADV (10.8%) (1,678,608) CATEGORY ANNUAL BUDGET PROJECTED OUT-TURN PROJECTED OUT- TURN VARIANCE % NORTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report - Payments to Other Bodies Period 10 (01 April 2024 - 03 January 2025) Enterprise & Communities ANALYSIS [4] PERIOD MOVEMENT SINCE P6 Page 131 of 198
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APPENDIX 4 Period 10 (01 April 2024 - 03 January 2025) Value % Dilapidations 588 0 588 268 588 100.0% 0 0 588 Costs associated with leased in property disinvestment Office Rationalisation 224 0 224 172 224 100.0% 0 0 224 Costs associated with Office closures and new energy mgt system Local Heat and Energy Efficiency Funding 38 37 75 0 38 50.5% 0 0 38 Consultancy spend for LHEES program Hybrid Working 60 0 60 60 60 100.0% 0 0 60 Costs associated with returning to office Mobilisation of Strategic Contracts - Property 1,244 0 1,244 145 1,244 100.0% 0 0 1,244 One off mobilisation costs Renewables 200 0 200 0 200 100.0% 0 0 200 Maintenance of renewable heating systems Electrical Testing 600 0 600 0 600 100.0% 0 0 600 Electrical testing programme Winter Reserve 1,500 0 1,500 0 1,500 100.0% 0 0 1,500 Contingency for significant winter event Private Sector Grants to Owner Occupiers 148 0 148 11 148 100.0% 0 0 148 Improvement grants Service Development - Cemeteries Bothies 250 0 250 0 250 100.0% 0 0 250 Funding for works in cemetery bothies; extra cleaning/ waste and plant hire due to covid. Bellshill Depot Eco hub 200 0 200 0 0 0.0% 200 0 0 Set up costs for Eco Hub Service Developments (fleet pressures) 1,041 0 1,041 1,041 1,041 100.0% 0 0 1,041 Contingency for increased fleet pressures - fuel, ext hires, agency staff and outsourcing Service Developments - Ash Dieback 896 0 896 0 896 100.0% 0 0 896 Works associated with removing ashdieback Greenspace Grants 83 190 273 0 83 30.4% 0 0 83 Grant carried forward Mobilisation of Strategic Contracts - Roads 933 0 933 863 933 100.0% 0 0 933 One off mobilisation costs Increased Usage of Country Parks 25 0 25 20 20 80.4% 0 5 20 Temporary Staffing costs Recover NL - Protective Services 49 75 124 23 49 39.3% 0 0 49 Environmental Improvements Active and Creative Grants 763 0 763 473 634 83.1% 129 0 634 Grant carried forward Rapid Rehousing 47 586 632 47 47 7.4% 0 0 47 Rapid Rehousing programme to tackle homelessness Homelessness Surplus 0 995 995 0 0 0.0% 0 0 0 Increases in homelessness presentations HEEPS 0 591 591 0 0 0.0% 0 0 0 Energy Efficiency Schemes - contributions to current programme Business Growth 1,121 819 1,940 5 1,121 57.8% 0 0 1,121 Temporary Property costs as a result of capital programme LACER- Business Growth & Recovery 1,292 0 1,292 0 1,292 100.0% 0 0 1,292 Business Recovery Shared Prosperity Grant 1,753 0 1,753 1,027 1,753 100.0% 0 0 1,753 Grant carried forward Cumbernauld Town Centre Project 0 216 216 0 0 0.0% 0 0 0 Cumbernauld Town Centre Funding for future repairs Levelling Up Grant Coatbridge 50 0 50 50 50 100.0% 0 0 50 Grant carried forward Smith Stone - Roadworks (former capital receipt) 134 0 134 33 33 24.3% 101 0 33 Roads works linked to former capital receipts Local Development Plan 77 210 287 0 77 26.8% 0 0 77 Set up cost to produce LDP Digital 1,222 0 1,222 1,222 1,222 100.0% 0 0 1,222 One off to cover digital balance Total 14,537 3,718 18,255 5,459 14,102 77% 430 5 14,103 FINANCIAL YEAR - 2024/25 NORTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report - Status of Earmarked Reserves Enterprise & Communities Reserves Required In Year Commentary Regards UsageDESCRIPTION OF EARMARKED RESOURCE Reserve Allocation 2024/25 Profiled in Future Years Approved Reserve Total Spend to Date Projected Spend Reprofile to Future Years No Longer Required Service Specific Earmarked Reserves: £000£000£000£000£000£000£000£000 Page 132 of 198
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APPENDIX 5 Period 10 (01 April 2024 - 03 January 2025) £000 £000 £000 £000 £000 Savings 2021/2022 and 2022/23 EC10 Asset Management Rationalisation/Office Dis- investment. Assets & Procurement 800 296 504 Timing of Office Closures Ear Marked Reserve & Additional service income 344 160 EC37 Review of staffing within Business Intelligence and Strategic Resourcing team Community Operations 76 15 61 Delays in staff changes Vacancy savings 61 0 2024/25 Saving 0 72ECSC Charging for Recycling Bins Community Operations 210 175 35 Delays in implementing charges Vacancy savings 35 0 78ECSB Income Generation - Fleet Tachograph Community Operations 50 0 50 Delays in new Depot opening Ear Marked Reserve 50 0 0 TOTAL 1,136 486 650 490 160 Reasons for Savings Gap NORTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report - Challeging Savings Enterprise & Communities DESCRIPTION Value Revised Savings Gap Commentary Savings Gap APPROVED SAVINGS REPLACEMENT SAVING / FUNDING Ref. DESCRIPTION OF APPROVED SAVING DIVISION Target Value Value Deliverable Page 133 of 198
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref SL/GT/VR Date 12/02/25 Revenue Monitoring Report – Housing Revenue Account From Andrew McPherson, Depute Chief Executive E-mail telferg@northlan.gov.uk Telephone Greg Telfer, Business Finance Manager, 07586 010692 1. Background 1.1 The Council approved its Housing Revenue Account budget of £174m on 21 December 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 Executive Summary This report provides a summary of the Housing Revenue Account financial performance for the period 1 April 2024 to 3 January 2025 (Period 10). The report illustrates the provisional outturn as at 31 March 2025, with major outturn variances highlighted and explained in accordance with the Council’s approved Financial Regulations. The Service is currently projecting an underspend of £2.300m for the financial year. In setting the 2024/25 budget, savings of £1.165m were approved which have been incorporated within the budget. It is currently anticipated that these savings will be fully delivered by the end of the financial year. Recommendations It is recommended that the Housing Committee: (1) Acknowledges the financial position of the HRA revenue budget 2024/25. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (25) Ensure intelligent use of data and information to support fully evidence based decision making and future planning Programme of Work Statutory / corporate / service requirement Item 10 Page 135 of 198
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5% - within their budget monitoring reports. Where significant deviations are identified, Services must provide explanatory commentary outline the action required to rectify such a deviation, and where relevant, must also highlight the impact this has on other budget headings. 2. Report 2.1 The Service is currently projecting an underspend of £2.300m for the financial year. Analysis of Significant Variances 2.2 The Housing Revenue Account currently anticipates an underspend of £0.300m within Employee Costs due to increased turnover savings. This position also incorporates the impact of the 2024/25 pay award uplift. 2.3 An underspend of £2.930m is currently anticipated within Property costs. As a result of increased capital investment in our housing stock, the demand for housing repairs has been lower this financial year, this combined with lower than expected contract inflation has resulted in an underspend of £2.850m being anticipated. The Service is aware and continues to monitor the potential risks to the reported position including the potential impact of repairs required during the winter months. The position around repairs will continue to be closely monitored with updates provided in future reports where required. In addition, information from the Council’s energy unit suggests that electricity will underspend by £0.200m this financial year. These underspends are partially offset by increased costs in relation to the garden assistance scheme (£0.120m). 2.4 An underspend of £0.670m is projected within Administration Costs as a result of lower than expected future credit losses (£0.500m). Further underspends are projected across this heading for a combination of areas such as legal and Sheriff Officer fees (£0.170m). 2.5 A minor underspend of £0.075m is anticipated within Apportioned Expenses because of decreased recharges from other Council services. 2.6 An overspend of £1.500m is anticipated within Other Costs which is relates to an anticipated increase of awards for Universal Credit Assistance Fund to support tenants transitioning to Universal Credit from Housing Benefit, which is expected to peak in March 2025. 2.7 A small under recovery of £0.175m is anticipated for mainstream rent collection. 2.8 As part of the approval of the HRA budget for 2025/26, it was agreed that £1.000m of the current year surplus would be earmarked to help manage the pressures of the migration to Universal Credit from Employment Support Allowance and Housing Benefit and to assist with the sustainability of tenancies. This will be actioned as part of the year end process. Risk and Uncertainty 2.9 Committee will be aware that following the Health and Safety Alert issued by the council’s corporate health and safety team in connection with Reinforced Autoclaved Aerated Concrete (RAAC), the Service has been working to identify any presence of RAAC within our housing stock. It is anticipated that any remedial action required will Page 136 of 198
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result in financial implications. The Service continue to consider these potential costs as part of the periodic monitoring with the potential to earmark any future surplus funds to mitigate the impact of RAAC. This is subject to a separate report within the Committee agenda and the outcome will be reflected in future monitoring reports. Earmarked and One-off Resources 2.9 HRA reserve balances brought forward from 2023/24 total £16.820m. This includes a revised contingency fund balance of £1.742m, representing 1% of the approved 2024/25 HRA budget. In addition, a balance of £5.370m remains from the loan debt holiday taken in 2022/23 and is earmarked to support the ongoing cost impact of that policy decision. Finally, a balance of £3.403m is retained for ongoing risks and uncertainties and to support future budget strategies. It is anticipated that reserves totalling £1.894m will be utilised during 2024/25 as detailed in Appendix 2. A review of reserve balances will be undertaken as part of the year end close down in order to ensure suitable reserves are maintained. 2024/25 Budget Savings 2.10 The service uses a variety of information, records and processes to monitor achievement of its approved budget savings of £1.165m. 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 137 of 198
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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 138 of 198
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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. Page 139 of 198
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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 140 of 198
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Appendix 1 FINANCIAL MONITORING REPORT 01 April 2024 to 3 JANUARY 2025 (Period 10) COMMITTEE: HOUSING CATEGORY ANNUAL PROJECTED ANALYSIS BUDGET OUTTURN % (1) (5) (6) (8) (9) (10) £ £ EMPLOYEE COSTS 29,815,170 29,515,170 300,000 FAV 1.0% 300,000 Underspend due to increased turnover savings PROPERTY COSTS 70,140,870 67,210,870 2,930,000 FAV 4.2% 2,930,000 Underspend mainly due to decreased repair and electricity costs slightly offset by increased costs to garden assistance and void rent loss SUPPLIES & SERVICES 727,970 727,970 0 - 0.0% 0 Balanced budget TRANSPORT & PLANT 394,350 394,350 0 - 0.0% 0 Balanced budget ADMINISTRATION COSTS 7,068,150 6,398,150 670,000 FAV 9.5% 670,000 Underspend mainly due to decreased expected future credit losses in addition to decreased legal and sheriff officer fees PAYMENTS TO OTHER BODIES 231,120 231,120 0 - 0.0% 0 Balanced budget APPORTIONED EXPENSES 7,071,310 6,996,310 75,000 FAV 1.1% 75,000 Decreased costs CAPITAL FINANCING COSTS 37,574,280 37,574,280 0 - 0.0% 0 Balanced Budget C.F.C.R. 20,089,260 20,089,260 0 - 0.0% 0 Balanced Budget OTHER COSTS 1,057,010 2,557,010 (1,500,000) ADV (141.9)% (1,500,000) UCAF TOTAL EXPENDITURE 174,169,490 171,694,490 2,475,000 FAV 1.4% 2,475,000 OTHER GRANTS 0 0 0 - 0.0% 0 Balanced Budget FEES AND CHARGES 9,287,220 9,287,220 0 - 0.0% 0 Balanced Budget RENTS 164,344,660 164,169,660 (175,000) ADV (0.1)% (175,000) Under recovery of mainstream rental income INTEREST 15,000 15,000 0 - 0.0% 0 Balanced Budget DEPARTMENTAL CHARGES 522,610 522,610 0 - 0.0% 0 Balanced Budget SURPLUS 0 0 0 - 0.0% 0 Balanced Budget INCOME 174,169,490 173,994,490 (175,000) ADV (0.1)% (175,000) NET EXPENDITURE 0 (2,300,000) 2,300,000 FAV 2,300,000 FAV = Favourable variation, underspend etc 362,119 ADV = Adverse variation, overspend, income under-recovery etc PROJECTED OUTTURN PERIOD MOVEMENTVARIANCE (7) Page 141 of 198
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Appendix 2 DESCRIPTION OF EARMARKED RESERVES VALUE OF EARMARKED RESERVE CARRY FORWARD ANALYSIS VALUE % (1) (2) (3) (4) (5) (6) £ £ £ Ambition 1,306,293 0 100.0% 1,306,293 Carry Forward Additional Loan Charges 3,702,000 176,000 95.2% 3,526,000 Carry Forward Enterprise Contract 1,078,000 1,078,000 0.0% 0 Budget fully utilised Rent Restructure 219,000 69,000 68.5% 150,000 Carry Forward Loan Debt Holiday 5,370,000 571,000 89.4% 4,799,000 Carry Forward SUB TOTAL 11,675,293 1,894,000 83.8% 9,781,293 Change Management/Risks & Uncertainty 3,403,000 0 0.0% 3,403,000 Core Reserve 1,742,000 0 100.0% 1,742,000 TOTAL 16,820,293 1,894,000 88.7% 14,926,293 PROJECTED OUTTURN North Lanarkshire Council Housing Revenue Account - Earmarked Reserves 01 April 2024 to 3 JANUARY 2025 (Period 10) Page 142 of 198
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref SL/GT Date 12/02/25 Former Tenant Arrears Write Off to 31 March 2023 From Stephen Llewellyn, Chief Officer (Housing) E-mail TelferG@northlan.gov.uk Telephone Greg Telfer, Business Finance Manager, 07583 010692 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 2023. The total recommended write-off is £3,925,862 which equates to 2.62% of the total rent income of £149,720,181. In addition, following a decision of the Housing Committee in August 2024 to change the treatment of Universal Credit Assistance Fund awards from a repayable loan to a grant, the report seeks approval to no longer pursue these loans and write-off these debts as outlined in paragraphs 2.6 and 2.7. The total recommended for write-off is £3,336,874.09. This creates no additional financial implications for the Housing Revenue Account because of the previously established provision for expected credit losses. 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 £381,165.92 under delegated responsibilities; (2) Approves the write off of £3,544,696.50 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 £50,914.31; (4) Approve the write off of pre August 2024 Universal Credit Assistance Fund awards where debt is greater than £500 of £320,716.33; (5) Acknowledge the write off of Universal Credit Assistance Fund awards where debt is less than £500 to the value of £3,016,157.76; (6) Remit this report to the Finance and Resources Committee. Item 11 Page 143 of 198
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1. Background 1.1 The Housing Service has an average annual turnover in tenancies of approximately 3,000 with tenancies terminating for a variety of reasons. 1.2 The Service has a full rent arrears process in place which ranges 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. However, 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. 1.5 The Annual Return on the Charter for 2023/24 published by Scotland’s Housing Network identifies that former tenant arrears have increased across the whole sector from 1.86% in 2020/21 to 2.47% in 2023/24. In addition, the Council’s collection rate for rent due in 2023/24 was 99.3% which mirrors the Scottish Local Authority Average for the same year. 1.6 It should be noted that the Council moved onto full Universal Credit status in April 2018 and as a result, has since seen an 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. 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 Page 144 of 198
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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. • 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 2023 represents 2.62% of the total rental income of £149,720,181. The following table outlines the value of the annual former tenant arrears write-off over the previous 5 years: 2.5 The Council will continues to seek collection of any outstanding balances if the circumstances of the debtor change and recovery is deemed practical. Cause Analysis Write off Value No. of Tenancies Average Write off Value 2025 Average Write off Value 2024 £ £ £ Abandoned 723,417.29 453 1,596.95 1,191.98 Deceased 346,797.03 585 592.82 473.56 Eviction 210,368.12 52 4,045.54 1,050.12 Liquidations/Sequestration 139,232.17 45 3,094.05 2,550.55 No Forwarding Address 238,181.08 237 1,004.98 853.75 Recovery Exhausted 2,267,866.73 2,490 910.79 728.69 Total Debt 3,925,862.42 3,862 1,016.54 771.13 Credit Balances (50,914.31) 359 (141.82) (35.00) Value Analysis < £500 381,165.92 2,334 163.31 166.40 >£500 3,544,696.50 1,528 2,319.83 1,965.90 Total Debt 3,925,862.42 3,862 1,016.54 771.13 Former Tenant Arrears Written Off to: Value £ % of Income 30 March 2022 2,553,973.58 1.76 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 Page 145 of 198
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Universal Credit Assistance Fund 2.6 Members will be aware that in August 2024 the Housing Committee approved the change in treatment of Universal Credit Assistance Fund awards from a repayable loan to a grant. This decision was based on future awards from the fund. A total of £3,336,874.09 remains to be repaid by tenants who accepted the loan arrangement but are unable to repay. This covers outstanding awards for both current and former tenants since the establishment of the UCAF awards until 28 August 2024. 2.7 As with former tenant arrears, the service has previously fully provided for these debts within the annual expected credit loss calculation. Therefore, the decision to no longer pursue and subsequently write-off these debts creates no additional financial burden on the Housing Revenue Account. 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) Value Analysis Write off Value No. of Tenancies Average Write off Value 2025 £ £ < £500 3,016,157.76 7,447 405.02 >£500 320,716.33 595 539.02 Total Debt 3,336,874.09 8,042 414.93 Page 146 of 198
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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 147 of 198
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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 148 of 198
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref PH/JS/KS Date 12/02/25 New Housing 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 Committee on current procurement activity relating to the new build housing programme and seek approval to progress procurement arrangements as outlined in the report. Recommendations It is recommended that the Housing Committee: (1) Approves the award of contracts procured via a “Direct Award” procedure via the Scottish Procurement Alliance New Build Housing Construction H2 (Scotland) framework agreement (the “Framework”) for the following site: • Newton Drive, Newmains to McTaggart Construction Limited up to the value of £8.75M, including contingency allowance; • Coshneuk Road, Millerston to JR Construction (Scotland) Limited up to the revised value of £4.5m, including contingency allowance. (2) Approves the award of a contract procured via Direct Award via the Scotland Excel Building Construction Consultancy Framework for a Consultancy Engineering Team for the demolition at the Anvil Block, Main Street, Wishaw up to the value of £300,000.00, including contingency allowance to G3 Consultant Engineers Ltd; and (3) Acknowledges the award of contracts for the following site previously approved at Housing Committee on 06 November 2024: • Laburnum Road, Viewpark awarded to CCG (Scotland) Limited on 18 December 2024 at a value of £6,301,325.01. 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 Item 12 Page 149 of 198
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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 several 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. 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 To deliver the new build housing programme a range of procurement options are being utilised. For each project a Contract Strategy is undertaken to assess the most appropriate procurement route. These include but are not limited to the use of SPA and Scotland Excel frameworks utilising the direct award and mini comp procedures, and in some cases the use of Hub South West or a traditional “Restricted” style tendering procedure within the open market. 1.3 Within this report, two site locations have been identified to be procured via the Direct Award procedure. The Direct Award procedure has been identified as the optimum route to market currently as it allows early engagement with contractors leading to economies and efficiencies being achieved in design, early engagement for utilities and programme benefits to be achieved. 2. Report 2.1 The council has engaged with McTaggart Construction Limited who are a contractor on the Framework. Feasibility costs have been obtained for the site at Newton Drive, Newmains (former St Brigid’s Primary School), (35 units), at the revised value of £8.75M, 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 It is proposed to procure an engineering consultant via direct award from the Scotland Excel Framework for specialist demolition and project management consultancy services for the development below: • Anvil Block, Main Street, Wishaw to G3 Consultant Engineers Ltd, at the value of £300,000.00, 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. 2.3 The projects listed above in sections 2.1 – 2.2 are still in live procurement procedures however are nearing completion. Accordingly, the recommendations listed on page one of this report are for the approval for the award of each contract (in accordance with the council’s General Contract Standing Orders) up to the values stated as and when they are finalised outwith the council’s committee cycle. Adopting this approach shall expedite the programme and allow appointed contractors to progress works in a more efficient and effective manner. Additionally, this approach shall Programme of Work Transforming Places Page 150 of 198
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also prove beneficial where any pre-construction / enabling works are required whilst also allowing appointed contractors to engage third party companies i.e. utility companies to undertake works required to enable housing construction methods to commence. Should the recommendations within this report be approved, more detailed information on any contract awarded for each site shall reported to the next available Housing Committee following award. Should contracts to be awarded exceed the values stated in the recommendations, further details and approvals shall be sought from a future Housing Committee. 2.4 The pricing mechanism is a Priced Contract with Activity Schedule offering a good level of cost certainty. However, there are currently no cashable savings attributed to the contracts outlined within above within sections 2.1 – 2.2 at this time. 2.5 The council is committed to maximising the delivery of community benefits. The procurement includes a community benefit requirement, this approach is designed to deliver local community benefits where possible. Given the current stage of the procurement processes for each of the sites listed within this report, there are currently no Community Benefits identified. However, once contracts have been formally awarded, an overview of community benefits committed to by contractors will be reported to Committee. 2.6 All contractors appointed to the Framework have evidenced fair working practices within their organisations as part of the procurement procedures to be appointed to the respective arrangements 2.7 In addition to the sites listed above in sections 2.1 – 2.2, work has progressed to award contracts following approval at the Housing Committee on 06 November 2024. a. Laburnum Road, Viewpark (26 Units) awarded to CCG (Scotland) Limited on 18 December 2024 at a value of £6,301,325.01 including contingency allowance Further information on the contract awarded above can be found within Appendix 1 of this report. 2.8 Officers from New Supply will be responsible for managing all contracts once awarded which will be undertaken in accordance with the council’s agreed approach to contract and supplier management. 2.9 In addition to the sites detailed above, the next batch of sites will be identified and assessed, and a suitable procurement route will be identified to progress these projects to deliver new build housing to align with the Plan for North Lanarkshire. 3. Measures of success 3.1 The proposed contract awards detailed within this report will deliver the following outcomes: a) The appointment of contractors who have the experience and capability to deliver new build social housing. b) The procurement procedures applied are compliant with the procurement legislation, overarching framework agreements and internal procedures. Page 151 of 198
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c) That best value is both demonstrable and achieved. d) That contracts awarded secure a range of community benefits. e) Those contracts awarded support payment of the real Living Wage to staff employed in the delivery of the requirements; and f) That the performance of contracts awarded are proactively managed against several Key Performance Indicators. 4. Supporting Documents 4.1 Appendix 1 Summary of Contracts Awarded Pamela Humphries Chief Officer (Place) Page 152 of 198
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The new build programme includes measures that will help reduce inequalities of outcome through certain design features including: • Housing for Varying Needs to make homes as accessible as possible. • Secure by Design to make homes and the surrounding environment as safe and secure as possible. • Achieving the Scottish Government requirements for Greener Homes to • reduce the incidence of fuel Poverty. • Facilitating improved access to high-speed internet capabilities including installation of ‘fibre to the property’. If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☒ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The funding for projects referred to in this report can be met from the Council’s Housing Revenue Account budget for the New Supply Programme. Grant support is also provided by the Scottish Government. The costs associated with contract delivery will be contained within the HRA New Supply capital programme. Current forecasts include for 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 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 ☒ Page 153 of 198
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If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☒ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☒ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The proposed award of contracts detailed within this report will ensure that the impact on the Council’s carbon footprint is mitigated. The specifications incorporated within the contract documentation will: deliver reduced energy need; encourage sustainable construction; promote health and wellbeing; reduce waste and resources through effective storage, collection and composting of waste and recyclable materials and; include measures which will reduce CO2 emissions. 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The implementation and delivery of the New Supply programme will be promoted through the New Supply PR plan and via communications with elected members and local stakeholders Page 154 of 198
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5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Risk associated with the New Supply Programme is managed within the council’s project management and risk register process. By undertaking detailed Ground Investigation and other relevant site assessments, prior to proceeding with the development of any site, the council is mitigating the risk of unforeseen costs relating to ground conditions, although this risk cannot be eliminated entirely. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☒ No ☐ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. The Council’s New Supply housing programme previously partnered with Veterans Housing Scotland to deliver housing for Armed Forces Veterans and the current SHIP supports new affordable housing project for Scottish Veterans' Garden City Association. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 155 of 198
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Appendix 1 – Summary of Contracts Awarded Contract Ref NLC-SLP-23-092 Title New Build Social Housing at Laburnum Road, Viewpark Classification Works Competition Governance by Value The Framework terms & conditions, with adherence to the council’s GCSO 13 on 3rd party frameworks Procurement Route Mini Competition No. of Framework Contractors Nine Comments This contract was procured considering the relevant information technical and commercial proposals from the Scottish Procurement Alliance H2 New Build Housing framework agreement, Workstream 1. Lot 3 (10 - 30 units) Award Details Contract Award Date 18 December 2024 Awarded Value £6,301,325.01 Contract Duration 16 Months Contractor Name CCG Construction Limited Contractor Size SME Contractor Location South Lanarkshire Payment of Living Wage? Yes Living Wage Accredited? No Community Benefits Committed 1 x New Job for an Individual from a Priority Group 1 x New Job for an Apprentice from a Priority Group 3 x Work Experience Placement for an individual16+ years of age 4 x Educational Visits 1 x Financial Support for a Community Project / Organisation 2 x Non-financial Support for a Community Project / Organisation Page 156 of 198
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North Lanarkshire Council Report Housing Services Committee Does this report require to be approved? ☒ Yes ☐ No Ref: SL/KMcG Date: 12 February 2025 Contract Award for Garden Assistance Scheme & Ad-Hoc Garden Works 2025 - 2028 From Stephen Llewellyn, Chief Officer (Housing) E-mail Llewellyns@northlan.gov.uk Telephone: 01698 274192 / 07939280680 Executive Summary The Committee is asked to approve the award of a contract for Garden Assistance Scheme & Ad- Hoc Garden Works 2025 - 2028 (the ‘Agreement’), in five Lots split across specific geographical areas to: Lot 1 - Coatbridge: Greenerleaf Estate Maintenance Ltd. Lot 2 – The North: Caledonian Cleaning Ltd. Lot 3 - Airdrie & Cumbernauld: Grass Grow Garden Maintenance Ltd. Lot 4 - Bellshill: M Squared Scotland Ltd. Lot 6 – Wishaw/ Shotts: Tivoli Group Ltd. The Agreement is for an initial period of 36 months anticipated to commence on 10 March 2025.The council reserves the right to extend the Agreement for additional periods up to a maximum of a further 12 months. The value of the Agreement is Five Million, Seven Hundred and Forty-one Thousand, Two Hundred and Sixty-five Pounds Sterling (£5,741,265) exclusive of VAT, split across the 5 Lots. Recommendations It is recommended that Housing Committee: (1) approves the award of the Agreement to, Greenerleaf Estate Maintenance Ltd. (Lot1); Caledonian Cleaning Ltd. (Lot 2); Grass Grow Garden Maintenance Ltd. (Lot 3); M Squared Scotland Ltd. (Lot 4); and Tivoli Group Ltd. (Lot 6), at the value of five million, seven hundred and forty-one thousand, two hundred and sixty-five Pounds Sterling (£5,741,265) exclusive of VAT. (2) notes the requirement for the service to carry out a further procurement exercise to appoint a contractor to service the requirements of Lot 5 (Motherwell Area) of this contract, and to introduce interim arrangements for the required work to be carried out while this procurement is being undertaken. The outcome of this will be reported to a future committee. Item 13 Page 157 of 198
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The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition Statement (17) Ensure we keep our environment clean, safe, and attractive Programme of Work Resilient People 1. Background 1.1. The Housing Service provide a Garden Assistance Scheme for elderly and infirm tenants of North Lanarkshire who are unable to independently maintain their garden area and who have no alternative support available to assist them in doing this. The Service is provided free of charge for council tenants. 1.2. The garden maintenance service is provided to approximately 5,500 tenants of North Lanarkshire Council, and through the Contract service users receive 9 grass cuts, 3 hedge trims, 2 weedkills, and 2 occurrences of edging throughout the growing season between approximately March and October each year. 1.3. The ad-hoc garden works contract was introduced in 2013 to allow one off works to be carried out to properties to bring them to a standard to enable them to be included on and maintained through, the council’s Garden Assistance Scheme. Additionally, the ad-hoc garden contract allows the authority to maintain and improve areas, where gardens and other pieces of land within the housing services portfolio have fallen below an acceptable standard, and where other ad-hoc works including general tidying and maintenance, grass cutting, hedge cutting, tree pruning, reforming of garden areas, clearance of debris and path clearing, are deemed necessary. 1.4. The purpose of these services is to assist in ensuring the overall environmental and visual amenity of estates is maintained to an acceptable level. 1.5. A Framework Agreement for Garden Assistance Scheme and Ad-Hoc Garden Works for the period 2021 / 2024 (NLC-CPT-20-043) was approved by committee on 25 November 2020. This Framework was in place to service the garden maintenance works for an initial period of three years, with the option for a 12-month extension at the discretion of the council. 1.6. The previous Framework Agreement was split into three Lots: • Lot 1 – Garden Assistance Scheme North • Lot 2 – Garden Assistance Scheme South • Lot 3 – Ad-Hoc Garden Works 1.7. At the start of the third year in the initial term of the above Framework Agreement, the three companies on the Framework for Lot 1 - Garden Assistance Scheme North, advised they were no longer able to fulfil the requirements of the contract as they were unable to employ the level of seasonal workers required to carry out the volume of work requested. 1.8. A further procurement exercise was undertaken to establish a new contract which would ensure we could continue to provide the Garden Assistance services within The North areas of North Lanarkshire for the remaining term of the original contract. Page 158 of 198
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1.9. As the reason for the original Framework failing was due to the volume of work and inability to recruit sufficient seasonal staff, it was agreed to split the original Lot 1 Garden Assistance Scheme North contract, into four smaller geographical areas and to tender for four contractors to service this work, enabling smaller contractors with smaller workforces to tender. 1.10. Following the further procurement exercise, on 6 June 2023, committee homologated the award of the 4 contracts in respect of the Garden Assistance Scheme – North Zone (NLC- CPT-23-004) to the following four contractors: • Lot 1: Grass-Grow Garden Maintenance Ltd • Lot 2: M Squared Scotland Ltd • Lot 3: Greenerleaf Estate Maintenance Ltd • Lot 4: Caledonian Maintenance Services Ltd 1.11. At the end of the initial contract term all contractors were offered the 12-month extension period, however all contractors on the Lot 3, Ad-Hoc Garden Works Framework declined the offer of the extension advising they could not continue to service the contract at the rates submitted within their original tender submission in 2020. 1.12. A further procurement procedure was undertaken as a Mini Competition (NLC-CPT-23-087) from the Garden Assistance Scheme & Ad-Hoc Garden Works, 2021 - 2024 (Lot3 - Ad-Hoc Garden Works) framework agreement which allowed contractors on this framework to retender with a revised pricing schedule for a one-year contract which would end at the same time as the original framework. 1.13 As a result of the above three procurement exercises the requirements within the Agreement are currently under contract with the following contractors: Garden Assistance Scheme – North Zone – Lot 1 – Grass Grow Garden Maintenance Ltd Garden Assistance Scheme – North Zone – Lot 2 – M Squared Scotland Ltd Garden Assistance Scheme – North Zone – Lot 3 – Greenerleaf Estate Maintenance Ltd Garden Assistance Scheme – North Zone – Lot 4 – Caledonian Maintenance Services Ltd Lot 2 – Garden Assistance Scheme (South) – Tivoli Group Ltd Lot 3 – Ad-Hoc Garden Works – Tivoli Group Ltd The arrangements for all contracts are due to expire on 28 February 2025 with the Agreement detailed within this report due to supersede them. 2. Report 2.1 A group of technical and procurement representatives was formed to develop and agree the procurement strategy for the Agreement to enable the council to achieve maximum benefit for the requirements. 2.2 The initial estimated value of the Agreement dictated that the procurement procedure be undertaken in accordance with the Public Contracts (Scotland) Regulations 2015. An advert for the procurement opportunity was published on the Public Contracts Scotland and the UK Find a Tender (FTS) website. Page 159 of 198
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2.3 The Agreement opportunity was presented as 6 separate Lots with each Lot providing both the Garden Assistance Scheme and Ad-Hoc Garden Works services in a specific geographical area: Lot 1 - Coatbridge Lot 2 - The North (Kilsyth / Moodiesburn & surrounding areas) Lot 3 - Airdrie & Cumbernauld Lot 4 - Bellshill Lot 5 - Motherwell Lot 6 - Wishaw & Shotts 2.4. In combining the Garden Assistance Scheme and Ad-Hoc Garden Works, this provided the opportunity for tenderers to have continual work for the full year and would reduce the requirement to employ seasonal staff, and in reducing the size of each Lot being offered, this would make the volumes of work more achievable for contractors. Both these changes to the structure of this contract aim to reduce the potential for the Agreements to fail as in the previous Framework. 2.5. Tenderers were permitted to submit a tender response for any number of Lots, however the Agreement only allowed one Lot to be awarded to any contractor. 2.6. Where tenderers were submitting tenders for multiple Lots, they were asked to rank their submissions in terms of their preference. 2.7. The procurement procedure was undertaken as an “Open Procedure”. Invitation to Tender documentation published by the council received a total interest from 20 companies with the council receiving tender submissions from 6 companies. Each company tendered for one or more of the Lots being tendered, resulting in a total of 21 tender submissions being received. 2.8. Based on the evaluation criteria and scoring methodology set out in the invitation to tender package within the procurement procedure, an evaluation of tender responses received was completed by members identified by the UIG. Selection stage responses were assessed first and compliant tenderers that satisfied / declared that they met the published minimum selection stage criteria progressed to the award stage evaluation. Following identification of the recommended tenderer(s), their selection stage responses were assessed in more detail to ensure they satisfied the minimum selection stage criteria applied 2.9. This recommendation to award the Agreement follows the completion of a procurement procedure where Greenerleaf Estate Maintenance Ltd. (Lot1); Caledonian Cleaning Ltd. (Lot 2); Grass Grow Garden Maintenance Ltd. (Lot 3); M Squared Scotland Ltd. (Lot 4); Tivoli Group Ltd. (Lot 6) have been evaluated as demonstrating Best Value for the council. 2.10. Taking account of tenderers preferences and scores, the preferred contractor for Lot 5 – Motherwell, was Linear Landscaping Limited. However following the full evaluation process, it was apparent that the prices tendered by this company were significantly higher than the prices submitted by all other contractors. When reviewing the prices submitted by Linear Landscaping Limited against the budget estimated for Lot 5, and the Agreement in full, it would be cost prohibitive to award Linear Landscaping the agreement for Lot 5. 2.11. As each of the other five contractors who submitted a tender have been successful in being awarded an alternative Lot with the Agreement, we will be unable to award an agreement for this Lot through this procurement exercise, however a further procurement exercise will be Page 160 of 198
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carried out to tender the services required to fulfil the requirements of Lot 5. Interim arrangements will be progressed by the service to allow works to be carried out within the Motherwell area pending the outcome of the future procurement exercise. 2.12. Appendix 1 confirms the scoring achieved by each tenderer, further details of the procurement procedure is provided in Appendix 2 and the SME status and location of all tenderers is located within Appendix 3. Financial / Budget Consideration 2.13 The pre-tender wholelife estimate budget for the Agreement was £6,600,000. Following completion of the procurement procedure, the value of the Agreement to be awarded is five million, seven hundred and forty-one thousand, two hundred and sixty-five Pounds Sterling (£5,741,265) exclusive of VAT. 2.14 The reduction in value of the Agreement to be awarded against the wholelife estimate is due to the exclusion of services within Lot 5 – Motherwell from this award. The funds estimated for the work within this area will be subject to the interim arrangements and the future agreement procured for this area. 2.15. The pre-tender estimate was based on the current number of service users utilising the service against the current spend, taking account of current trends in price increases / inflation etc. 2.16 The provision of this service is demand led and therefore the actual spend may vary marginally from the contract value. 2.17 The costs associated with delivery of the Agreement will be contained within the Revenue and Capital budget for Housing Services. Price Stability 2.18 The price for the services provided is fixed for the first two years of the initial 3-year term of the contract, with a marginally increased fixed price for the remaining year of the initial contract and the remaining 12-month extension, should we decide to utilise this. This will allow the service to project spend while also ensuring scope for the contractors to continue servicing the contracts should there be any future unpredicted inflation in costs associated with the provision of these services e.g. rises in Living Wage requirements, fuel and machinery costs. Community Benefits 2.19 The council is committed to maximising the delivery of community benefits. The procurement included a community benefit requirement, this approach is designed to deliver local community benefits where possible. 2.20 Within their tender, Greenerleaf Estate Maintenance Ltd. (Lot1); Caledonian Cleaning Ltd. (Lot 2); Grass Grow Garden Maintenance Ltd. (Lot 3); M Squared Scotland Ltd. (Lot 4); Tivoli Group Ltd. (Lot 6) committed to deliver the following community benefits within the Agreement: Page 161 of 198
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Community Benefit Type Quantity Committed Full time employment opportunities 3 Part time employment opportunities 1 Full Time employment opportunities for individuals from a priority group 2 Apprenticeship for individuals from a priority group 3 Access to 1-2-1 mentoring programme 1 Work experience placements 6 Educational workplace visits 1 Financial support for community projects 2 projects Non-financial support for community projects 9 projects 2.21 The community benefits delivered as part of the Agreement includes the creation of jobs or apprenticeships. Fair Work First 2.22 Within their tender submission, Greenerleaf Estate Maintenance Ltd. (Lot1); Caledonian Cleaning Ltd. (Lot 2); Grass Grow Garden Maintenance Ltd. (Lot 3); M Squared Scotland Ltd. (Lot 4); Tivoli Group Ltd. (Lot 6) all advised that they will commit to the following areas of the Scottish Governments “Fair Work First” initiative: • They are all committed to paying all employees the Living Wage or higher; • The do not use zero-hour contracts; • They are Equal Opportunity Employers who actively aim to address the gender balance; • They offer flexible working where possible, to address the work-life balance. Contract Management 2.23 Officers from Housing Solutions will be responsible for managing the Agreement which will be undertaken in accordance with the contract and supplier management conditions applied within the Agreement. 3. Measures of success The Agreement will deliver the following outcomes; 3.1 Making North Lanarkshire ‘The place to LIVE’ is within the council’s business plan, by improving the relationship with communities through the provision of safe and attractive environments that support the wellbeing of communities, and by ensuring individual garden areas and any other open plan areas of land within the housing services portfolio within our communities are maintained to an acceptable standard, can assist in helping us achieve this vision. 3.2 This Contract will provide a Garden Assistance Scheme to elderly and infirm tenants living in North Lanarkshire. It will provide service users with 9 grass cuts, with edging on 2 of these Page 162 of 198
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visits, 3 hedge cuts and 2 weedkills throughout the growing season between approximately March and October each year. This will ensure individual garden areas are maintained to an acceptable standard, where tenants are no longer able to maintain these independently. 3.3 The Ad-hoc Garden contract will also contribute one of the Strategic Housing Outcomes highlighted in the Housing Strategy 2021 2026, which has been developed taking account of the priorities within The Plan for North Lanarkshire. Specifically, this contract will contribute to the achievement of Strategic Housing Outcome 2 – Our communities are vibrant, attractive and sustainable. Fundamental to achieving a positive impact in this priority is to ensure that garden areas and open plan areas within the housing services portfolio are maintained to an acceptable standard, the ad-hoc garden contract will be utilised to assist in achieving this. 3.4. The condition of local areas can directly impact on the demand for neighbouring properties therefore in maintaining the upkeep of the land within the housing services portfolio will contribute to the overall aesthetics of the area and effectively assist in minimising void rent loss to the service. 3.5. Best Value has been considered to be demonstrated by placing a higher emphasis on the Pricing Strategy within this procurement. We have awarded a 70% weighting to the pricing element of this contract with 30% weighting being applied to the quality element. In applying these weightings, the provider who submitted the most competitive pricing and achieved a higher price score was more likely to be successful in securing the contract. 4. Supporting documents Appendix 1 Summary of Tender Evaluation Process Appendix 2 Summary of Procurement Process Appendix 3 SME Status and Location of All Tenderers Stephen Llewellyn Chief Officer (Housing) Page 163 of 198
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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 Garden Assistance Scheme has a positive impact on residents with the protected characteristics of age and disability as it provides a service for elderly and disabled tenants/ residents of North Lanarkshire to assist them with the maintenance and upkeep of the garden area at their property. This may assist in enabling elderly / disabled tenants and residents to live independently within the community If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☒ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts 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 ☒ Page 164 of 198
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If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The contractor appointed to this contract will recycle all garden waste arising from the grass cuts appropriately within the tenants’ garden waste bins, contributing to the council and national targets for the recycling of garden waste. 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? There is a risk that unmaintained gardens within the area will reflect on the overall upkeep of housing estates and may have a negative impact on our ability to maintain clean, safe and attractive communities. This could result in the service having difficulty in allocating neighbouring properties, which may result in reduced income to the service through void rent loss, which may impact the ability to maximise programmed works. 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 165 of 198
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If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 166 of 198
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Appendix 1 – Summary of Tender Evaluation Process Lot 1 – Coatbridge Final Rank Tenderer Name Total Tender Score (%) Recommended for Contract Award (Y / N) 1 Greenerleaf Estate Maintenance Limited 100.00% Y 2 Caledonian Cleaning Limited 80.50% N 3 Tivoli Group Limited 76.55% N 4 M Squared Scotland Limited 73.86% N 5 Linear Landscaping Limited 61.84% N Lot 2 – The North (Kilsyth/Moodiesburn & surrounding areas) Final Rank Tenderer Name Total Tender Score (%) Recommended for Contract Award (Y / N) 1 Caledonian Cleaning Limited 91.90% Y 2 Tivoli Group Limited 91.11% N 3 Linear Landscaping Limited 61.47% N Lot 3 – Airdrie & Cumbernauld Final Rank Tenderer Name Total Tender Score (%) Recommended for Contract Award (Y / N) 1 Grass-Grow Garden Maintenance Limited 94.60% Y 2 Caledonian Cleaning Limited 89.19% N 3 M Squared Scotland Limited 83.56% N 4 Tivoli Group Limited 82.75% N Page 167 of 198
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Lot 4 – Bellshill Final Rank Tenderer Name Total Tender Score (%) Recommended for Contract Award (Y / N) 1 M Squared Scotland Limited 95.20% Y 2 Tivoli Group Limited 89.45% N 3 Linear Landscaping Limited 74.65% N 4 Grass-Grow Garden Maintenance Limited* N/A N *Successful in Lot 3 which was their rank 1 preference, so they are excluded from Lot 4 Lot 5 – Motherwell Final Rank Tenderer Name Total Tender Score (%) Recommended for Contract Award (Y / N) 1 Linear Landscaping Limited 97.90% Y 2 M Squared Scotland Limited* N/A N 3 Tivoli Group Limited** N/A N *Successful in Lot 4 so excluded from Lot 5 **Successful in Lot 6 which was their rank 1 preference, so they are excluded from Lot 5 This Lot is not being awarded as the prices tendered by Linear Landscaping are price prohibitive for the overall value of this contract. Lot 6 – Wishaw & Shotts Final Rank Tenderer Name Total Tender Score (%) Recommended for Contract Award (Y / N) 1 Tivoli Group Limited 93.10% Y 4 M Squared Scotland Limited* N/A N *Successful in Lot 4 so excluded from Lot 6 Page 168 of 198
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Appendix 2 – Summary of Procurement Process Response CPT Contract Reference Allocated: NLC-CPT-24-039 Procurement Procedure Utilised: Open Procedure Governing Legislation / Regulations: Public Contracts (Scotland) Regulations 2015 Date Contract Strategy Approved: 29 October 2024 Tender Platform Utilised: PCS-Tender (PCST) Date Contract Notice Published: 08 November 2024 Tender Return Deadline: 11 December 2024 Basis of Award: Quality: 30% Price: 70% Evaluation Team: Staff from Enterprise and Communities Anticipated Start Date of the Agreement: 10 March 2025 Total Agreement Period (Months): 36 + 12 months NLC Based Expressions of Interest: 2 Total Expressions of Interest Received: 20 Lot Reference / Response All Lots 1 2 3 4 5 6 Number of Tenders Received: 21 5 3 4 4 3 2 Tenders from SME’s: 15 4 2 3 3 2 1 Tenders from NLC Based Tenderers: 0 0 0 0 0 0 0 Tenders from Supported Businesses: 0 0 0 0 0 0 0 Number of Non−compliant Tenders: 0 0 0 0 0 0 0 Number of Compliant Tenders: 21 5 3 4 4 3 2 Number of Recommended Tenderers: 5 1 1 1 1 0 1 Awarded Value of the Agreement: £6.6m £1.14m £0.57m £1.52m £1.08m £0.86m £1.43m Page 169 of 198
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Appendix 3 – SME Status and location of all Tenderers Name of Tenderer Size of Tendering Organisation (Micro, Small, Medium or Large) Location (Local Authority / Council Area) Caledonian Cleaning Limited SME Glasgow Grass-Grow Garden Maintenance Limited SME South Lanarkshire Greenerleaf Estate Maintenance Limited SME North Lanarkshire Linear Landscaping Limited SME South Ayrshire M Squared Scotland Limited SME South Lanarkshire Tivoli Group Limited Large Windlesham Page 170 of 198
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref: HO DM 24 050 (NLC-SLP-24 086) Date: 12 February 2025 Homologated Contract Award for Jackson Court Demolition From Stephen Llewellyn, Chief Officer (Housing) E-mail starbucks@northlan.gov.uk Telephone: Siobhan Starbuck, Contract Strategy Manager via MS Teams Executive Summary Committee is asked to acknowledge the actions of the Depute Chief Executive to award a contract for the demolition of Jackson Court (the ‘Agreement’) to Dem-Master Demolition Ltd. The Contract is for a period of 16 months anticipated to commence in January 2025. It was necessary to award this contract to allow the demolition works to progress following the mutual termination of the original contract. The value of the Contract shall not exceed Four million, Nine hundred and Eighty-Nine Thousand, Four hundred and Ninety pounds and Twenty-Five pence (£4,989,490.25) exclusive of VAT. Recommendations It is recommended that the Housing Committee: (1) Acknowledges the actions of the Depute Chief Executive for the award of the Agreement to Dem-Master Demolition Ltd at the value of Four million, Nine hundred and Eighty-Nine Thousand, Four hundred and Ninety pounds and Twenty-Five pence (£4,989,490.25) exclusive of VAT. This recommendation followed the completion of a procurement procedure, where the tender recommended for award was evaluated as providing the most economically advantageous tender in terms of cost and quality for the Council. Item 14 Page 171 of 198
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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 Page 172 of 198
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1. Background 1.1 The original demolition contract for Jackson Court, Coatbridge, was progressing satisfactorily until May 2024. At that time, the main contractor discovered significant quantities of previously undetected asbestos embedded within the structural joints of the building. This unexpected finding, which was not identified in earlier surveys, was a result of the unique construction method employed in the building, making it difficult to detect through standard survey techniques. The discovery necessitated a fundamental change to the planned demolition methodology. 1.2 The original contractor assessed the impact of the asbestos discovery on the contract and subsequently presented a revised quotation and timeline for completing the works. 1.3 Upon review, it became evident that proceeding with the original contract, as amended, was not legally feasible. Accepting the proposed solution and associated cost increases would constitute a substantial modification to the contract, contravening Regulation 72 of the Procurement (Scotland) Regulations 2015. 1.4 Given the circumstances, both the contractor and the council agreed to mutually terminate the original contract. This termination necessitated the procurement of a new contract to complete the demolition. 1.5 Following the termination of the previous demolition contract Jackson Court posed significant risks to the council due the building being a construction site with the building been exposed to the elements. The key risks are outlined below: • Antisocial behaviour: unsecured properties often attract vandalism, graffiti, and other disruptive activities. • Environmental contamination: exposure to the elements could accelerate deterioration, leading to potential environmental hazards. • Structural deterioration: the exposed building would be more susceptible to damage, requiring additional costs and time for remediation/demolition. 2. Report 2.1 A group of technical and procurement representatives was formed to develop and agree the procurement strategy for the Agreement to enable the council to achieve maximum benefit for the requirements. 2.2 The initial estimated value of the Agreement dictated that the procurement procedure be undertaken in accordance with the Procurement (Scotland) Regulations 2016. 2.3 The procurement procedure was undertaken as a “Direct Award” from the Scottish Procurement Alliance framework agreement for New Build Housing Construction (H2) - Workstream 6 – Demolition, Decontamination and Associated Site Enabling Works. 2.4 Following the justification detailed and appraised within the associated contract strategy document, the Direct Award procedure was considered to demonstrate Best Value as the SPA framework has been formally tendered in line with Public Contract Scotland regulations, with Dem-Master Demolition Ltd being the most economically advantageous tender in that process. Page 173 of 198
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2.5 The tender received from Dem-Master Demolition Ltd underwent appropriate appraisal to ensure it was complete / compliant with the council’s requirements and demonstrated best value. The assessment included a comparison between the revised quotation and programme from the original contractor, and the quotation and programme from the proposed new contractor. This exercise highlighted a cost avoidance of over £1.2 Million and a significant saving in programme timescales. 2.6 This new contract mitigates the risks outlined in section1.5 of this report by ensuring the timely and safe demolition of the building. 2.7 Additionally, a timely demolition is crucial for the redevelopment of the site. Delays in the demolition of Jackson Court would have: • Increased costs: extended project timelines would lead to increased cost both in the demolition and the site redevelopment by the New Supply Team. • Reduced rental income and housing provision: a delayed demolition would result in delayed redevelopment this would impact the Housing Revenue Account (HRA) and ultimately limit the council's ability to provide affordable housing. 2.8 Further details of the procurement procedure are provided in Appendix 1 and the SME status and location of the tenderer is located within Appendix 2. Financial / Budget Consideration 2.9 The maximum value of the Contract is Four million, Nine hundred and Eighty-Nine Thousand, Four hundred and Ninety pounds and Twenty-Five pence (£4,989,490.25) exclusive of VAT. 2.10 The costs associated with delivery of the Contract will be contained within the HRA Capital budget for each financial year of the Contract period. Price Stability 2.11 Pricing is fixed for the duration of the contract. Community Benefits 2.12 The council is committed to maximising the delivery of community benefits. The procurement included a community benefit requirement, this approach is designed to deliver local community benefits where possible. 2.13 Within their tender, Dem-Master Demolition Ltd committed to deliver the following community benefits worth 100 community benefits points in total within the Agreement: Page 174 of 198
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Community Benefit Type Quantity Committed TRE01 New Entrants – Key priority Groups 3 Financial Support for a community project (CCE01) 5 2.14 The community benefits delivered as part of the Agreement includes the creation of jobs / apprenticeships. Fair Work First 2.15 Dem-Master Demolition Ltd pledged to uphold the principles of the Scottish Government's 'Fair Work First' initiative, during the initial framework tender by the Scottish Procurement Alliance. Contract Management 2.16 Officers from the Housing Team will be responsible for managing the Agreement which will be undertaken in accordance with the contract and supplier management conditions applied within the Agreement. 3. Measures of success The Agreement will deliver the following outcomes: 3.1 The appointment of a contractor who has the experience, capability and a comprehensive health and safety plan to undertake the demolition of Jackson Court in a timely, efficient and safe manner. 3.2 Conclusion of a procurement procedure that is compliant with procurement legislation and internal procedures. 3.3 Confirmation that Best Value is both demonstrable and achieved; and 3.4 Delivery of a range of Community Benefits. 4. Supporting documents 4.1 Appendix 1 Summary of Procurement Process. 4.2 Appendix 2 SME Status and Location of Tenderer. Page 175 of 198
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Stephen Llewellyn Chief Officer (Housing) Page 176 of 198
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and- fairer-scotland-duty-impact-assessments Yes ☐ No ☒ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Costs will be contained within the HRA budget. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 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 177 of 198
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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? This contract includes demolition of a building which has a carbon impact. The contract will ensure as much material as possible is recycled with only hazardous materials such as asbestos being disposed of. 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? All risks are contained in project risk register managed inline with standard council processes and supported by a specialist demolition consultant. 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 178 of 198
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If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☒ Page 179 of 198
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Appendix 1 – Summary of Procurement Process CPT Contract Reference Allocated: NLC-CPT-21-163 Procurement Procedure Utilised: Direct Award from Framework Agreement Governing Legislation / Regulations: Procurement (Scotland) Regulations 2016 Date Contract Strategy Approved: 02 December 2024 Framework Owner: Scottish Procurement Alliance Framework Title: New Build Housing Construction (H2) Framework Reference Number: Workstream 6 Lot Reference / Title: Demolition, Decontamination and Associated Site Enabling Works Companies Appointed to Framework / Lot: Dem-Master Demolition Ltd Date ITT Published: 02 December 2024 Tender Platform Utilised: PCS-Tender (PCST) Tender Return Deadline: 16/12/2024 (Tender Returned 04/12/2024) Number of Tenders Received: 1 Tenders from SME’s: 1 Tenders from NLC Based Tenderers: 0 Tenders from Supported Businesses: 0 Number of Recommended Tenderers: 1 Assessment Team: Officers from Housing Anticipated Start Date of the Agreement: 06 January 2025 Total Agreement Period (Months): 16 months Awarded Value of the Agreement: £4,989,490.25 Page 180 of 198
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Appendix 2 – SME Status and location of all Tenderers Name of Tenderer Size of Tendering Organisation (Micro, Small, Medium or Large) Location (Local Authority / Council Area) Dem-Master Demolition Ltd Medium West Lothian Page 181 of 198
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref: HO EE 23 016/ NLC-SLP-24-031 Date: 12 February 2025 Homologated Contract Award for The Provision of Retrofit and Contractor Design Appraisal Consultancy Services for Re-Roofing, Re-Rendering and Energy Efficiency Works From Stephen Llewellyn – Chief Officer (Housing) E-mail starbucks@northlan.gov.uk Telephone: Siobhan Starbuck Contract Support Manager - via MS Teams Executive Summary Committee is asked to acknowledge the actions of the Depute Chief Executive to award a contract for “The Provision of Retrofit and Contractor Design Appraisal Consultancy Services for Re-Roofing, Re-Rendering and Energy Efficiency Works” (the ‘Agreement’) to ECD Architects Limited. It was necessary to award this contract in advance of the Re-Roofing, Re-Rendering and Energy Efficiency Works contract to allow the retrofit consultancy services to progress in advance of the associated works contract, which was approved for award at November 2024 Housing Committee. The Agreement is for an initial period of 24 months and commenced on 14 October 2024. The council reserves the right to extend the Agreement for additional periods up to a maximum of a further 36 months. The maximum value of the Agreement shall not exceed Three Million Two Hundred Thousand Pounds Sterling (£3,200,000.00) exclusive of VAT. Recommendations It is recommended that the Housing Committee: (1) Acknowledges the actions of the Depute Chief Executive for the award of the Agreement to ECD Architects Limited at the maximum value of Three Million, Two Hundred Thousand Pounds Sterling (£3,200,000.00) exclusive of VAT. Item 15 Page 183 of 198
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This recommendation followed the completion of a procurement procedure, where the tender recommended for award was evaluated as providing the most economically advantageous tender in terms of cost and quality for the Council. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition Statement (1) Ensure a housing mix that supports social inclusion and economic growth Programme of Work Transforming Places Page 184 of 198
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1. Background 1.1 The requirements of the Agreement have never been contracted before by the council as a direct consultancy appointment, therefore historical information, data etc. is not available. 1.2 The council is committed to improving the energy efficiency of its housing stock through working towards achievement of the Energy Efficiency Standard for Social Housing (EESSH) targets for social landlords, as well as national and council Net Zero commitments. The council is also committed to the improvement of private sector housing stock in North Lanarkshire through the utilisation of Scottish Government EES:ABS funding as appropriate. Working toward achieving these targets requires installation works which were the subject of a separate agreement recommended for award at November 2024 Committee “MTC for Re-Roofing, Re-rendering and Energy Efficiency Works including EES:ABS ( NLC-SLP-23-118/ HO RF 23 052”, the scope of the works agreement includes, but is not limited to: • External wall insulation (EWI) and associated works. • Loft, underfloor and cavity wall insulation. • Replacement roofs. • Photovoltaic roof panels and associated works. • Ventilation measures. • Installation of monitoring equipment to assess temperature and humidity both during and after the works are completed. 1.3 Retrofit consultancy services were previously included within the scope of the works agreement, however, it is now recommended by the Scottish Government that the retrofit consultant should be appointed by the council and not the works contractor to ensure transparency throughout the full process, therefore, the retrofit consultancy roles, as defined under PAS2035, and outlined below, are subject to a separate Agreement to which this report relates: • Retrofit designer. • Retrofit Coordinator. • Retrofit Assessor. • Retrofit Evaluator. 1.4 The award of the Agreement in advance of the works agreement allowed the retrofit consultant to progress property retrofit assessments 2 months prior to the anticipated works site commencement date to ensure that there was no delay to the progress of the works, associated financial spend or EES:ABS funding targets. 1.5 As contractor design is a requirement within the works agreement, the Agreement also includes mechanical, electrical and structural engineering consultancy services to provide advice to the council when checking that the contractor’s design proposals submitted under the works agreement achieve the council’s requirements. The contractor design is required to achieve the requirements set out in the assessment prepared for each property by the retrofit consultant. Page 185 of 198
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2. Report 2.1 A user intelligence group (‘UIG’) of technical and procurement representatives was formed to develop and agree the schedule of services required, discuss market conditions and trends, ways to maximise community benefits and to agree the procurement strategy for the Agreement to enable the council to achieve maximum benefit for the requirements. 2.2 The initial estimated value of the Agreement dictated that the procurement procedure be undertaken in accordance with the Public Contracts (Scotland) Regulations 2015. 2.3 The procurement procedure was undertaken as a mini competition under the Scottish Procurement Alliance framework agreement for Consultancy Services (CS1) Workstream 3B Retrofit Consultancy PAS 2035/ 2038. (the “Framework Agreement”). 2.4 Invitation to Tender documentation was issued to four companies appointed to the Framework Agreement following a capability and capacity enquiry, with the council receiving two tender submissions. 2.5 This recommendation to award the Agreement follows the completion of a procurement procedure where ECD Architects Limited were evaluated as demonstrating Best Value for the council. 2.6 Appendix 1 confirms the scoring achieved by each tenderer, further details of the procurement procedure is provided in Appendix 2 and the SME status and location of all tenderers is located within Appendix 3. Financial / Budget Consideration 2.7 The pre-tender whole life estimate budget for the Agreement was a maximum of £3,200,000.00. Following completion of the procurement procedure, the value of the Agreement to be awarded remains as a maximum of Three Million, Two Hundred Thousand Pounds Sterling (£3,200,000.00) exclusive of VAT. 2.8 The final contract value will be dependent upon the number of properties subject to retrofit assessment and the design advice required in relation to checking contractor design proposals. Retrofit consultancy services are based on a fixed fee per property and design advice is based on an hourly time charge. 2.9 The costs associated with delivery of the Agreement will be contained within the Capital budget for Housing. Price Stability 2.10 The Agreement pricing is fixed until 30 September 2026. Thereafter, if any optional extension to the contract period is awarded, prices will be adjusted annually by the application of the Consumer Price Index (CPI) which is an industry standard approach. Page 186 of 198
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Community Benefits 2.11 The council is committed to maximising the delivery of community benefits. The procurement included a community benefit requirement, this approach is designed to deliver local community benefits where possible. 2.12 Within their tender, ECD Architects Limited have committed to deliver the following community benefits within the initial 24 months of the Agreement. These will also be delivered on a pro-rata basis during any optional extension period awarded under the Agreement: Community Benefit Type Quantity committed Educational Visits 1 Work Experience Placement for an individual16+ years of age 1 Non-Financial Support for a community project/ organisation 2 Financial Support for a community project/ organisation 1 2.13 The community benefits delivered as part of the Agreement does not include the creation of jobs or apprenticeships. Fair Work First 2.14 As a supplier on the Scottish Procurement Alliance Consultancy Framework, ECD Architects Limited have committed to the adoption of fair working practices, including but not limited to, the following areas of the Scottish Government “Fair Work First” initiative: • Fair and equal pay policy that includes a commitment to supporting the Living Wage. ECD Architects Limited are an accredited living wage employer; • Clear managerial responsibility to nurture talent and help individuals fulfil their potential, including for example, a strong commitment to Modern Apprenticeships and the development of Scotland’s young workforce; • Promoting equality of opportunity and developing a workforce in terms of characteristics such as age, gender, religion or belief, race, sexual orientation and disability; • Support for learning and development; • Stability of employment and hours of work, and avoiding exploitative employment practices, including for example no inappropriate use of zero hours contracts; • Flexible working (including for example practices such as flexi-time and career breaks) and support for family friendly working and wider work life balance; • Providing a robust mechanism to facilitate whistleblowing and effective management of concerns raised; and, Page 187 of 198
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• Support progressive workforce engagement, for example Trade Union recognition and representation where possible, otherwise alternative arrangements to give staff an effective voice. Contract Management 2.15 Officers from Housing will be responsible for managing the Agreement which will be undertaken in accordance with the contract and supplier management conditions applied within the Agreement. 3. Measures of success The Agreement will deliver the following outcomes; 3.1 conclusion of a procurement procedure that is compliant with procurement legislation and internal procedures. 3.2 Best Value has been considered to be demonstrated by: • The appointment of a consultant who has, via their response to the mini competition under the established framework, evidenced that they have the experience and capability to deliver an innovative, high quality and responsive service to the council, tenants and private owners. • Commitment by the consultant to deliver of a range of community benefits as set out in this report. 4. Supporting documents Appendix 1 Summary of Tender Evaluation Process Appendix 2 Summary of Procurement Process Appendix 3 SME Status and Location of All Tenderers Stephen Llewellyn Chief Officer (Housing) Page 188 of 198
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The maximum value of the Agreement is Three Million, Two Hundred Thousand Pounds Sterling (£3,200,000) exclusive of VAT including any option to extend the Agreement. The costs associated with contract delivery will be contained within the HRA Capital budget for Housing. 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 189 of 198
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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? The Agreement will directly contribute to the delivery of the council’s Climate Plan ACT2030 by improving the thermal efficiency of council housing stock. 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Risk will be minimised and managed by a designated contract manager in accordance with the council’s agreed approach to contract and supplier management. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex-Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact 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 190 of 198
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Appendix 1 – Summary of Tender Evaluation Process Final Rank Tenderer Name Total Tender Score (%) Recommended for Award (Yes / No) 1 ECD Architects Limited 94.40 Yes One other tender submission was received before the deadline for return of tenders however this was a non-compliant bid and therefore was rejected and not evaluated. Page 192 of 198
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Appendix 2 – Summary of Procurement Process Response CPT Contract Reference Allocated: NLC-SLP-24-031 Procurement Procedure Utilised: Mini Competition Governing Legislation / Regulations: Public Contracts (Scotland) Regulations 2015 Date Contract Strategy Approved: 03 July 2024 Framework / DPS Owner: Scottish Procurement Alliance Framework / DPS Title: CS1 – Consultancy Services Framework / DPS Reference Number: Workstream 3B Lot Reference / Title: Retrofit Consultancy (PAS 2035/ 2038) Companies Appointed to Framework / Lot: Anderson Bell Christie Limited Collective Architecture Limited ECD Architects Limited Ventro Limited T/A LivGreen Number of Companies Invited to Take Part: 4 Date ITT Published: 07 August 2024 Tender Platform Utilised: PCS Quick Quote (PCSQQ) Tender Return Deadline: 28 August 2024 Number of Tenders Received: 2 Tenders from SME’s: 2 Tenders from NLC Based Tenderers: 0 Tenders from Supported Businesses: 0 Number of Non−compliant Tenders: 1 Number of Compliant Tenders: 1 Number of Recommended Tenderers: 1 Basis of Award: Quality: 40% Price: 60% Evaluation Team: Officers from the Housing team Anticipated Start Date of the Agreement: 14 October 2024 Total Agreement Period (Months): 24+12+12+12 Maximum Value of the Agreement: £ 3,200,000.00 (excluding VAT) Page 193 of 198
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Appendix 3 – SME Status and location of all Tenderers Name of Tenderer Size of Tendering Organisation (Micro, Small, Medium or Large) Location (Local Authority / Council Area) ECD Architects Limited Medium London Ventro Limited T/A LivGreen Medium Devon Page 194 of 198
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref JMcK/CPT Date 12/02/25 Contracts Awarded Below Committee Approval Threshold From James McKinstry - Chief Officer (Assets and Procurement) E-mail McKinstryJ@northlan.gov.uk Telephone 07939 281102 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 16 Page 195 of 198
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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 196 of 198
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Appendix 1 – Summary of Contracts Awarded Contract Ref NLC-SLP-24-002 Title Appointment of Lift Consultant for Lift Replacement Works Phase 4 and Phase 5 Classification Services Lead Service Area / Chief Officer Stephen Llewellyn, Chief Officer (Housing Management) Competition Governance by Value Higher Threshold Regulated Procurement – The Public Contracts (Scotland) Regulations 2015 Procurement Route Open Procedure No. of Expressions of interest 15 No. of Bids Received 5 Award Criteria Most Economically Advantageous Tender, 40% Quality:60% Price Evaluation Scores – Successful 96.40% Evaluation Scores – Unsuccessful (-235.34%) - (-18.17%) Comments Unsuccessful tenderers were significantly higher priced than the successful tenderer and the scoring model returned negative scores. Award Details Value £51,240 Contract Duration 45 months Contractor Name TUV SUD Ltd Contractor Size Large Company Contractor Location East Kilbride, South Lanarkshire Status - Payment of Living Wage? Yes Status - Living Wage Accredited? No Impacts this section highlights which impacts were considered for this contract award procedure Public Sector Equality Duty and Fairer Scotland Duty ☐ HR Policy Impact ☐ Data Protection Impact ☐ Environment / Carbon Impact ☐ Risk Impact ☒ Children’s Rights and Wellbeing Impact ☐ Financial Impact ☒ Legal Impact ☐ Technology / Digital Impact ☐ Communications Impact ☐ Armed Forces Covenant Duty ☐ Further details regarding these impacts can be obtained from the Lead Service Area / Chief Officer Page 197 of 198
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