Agenda pack
North Lanarkshire Council · 31 August 2022
Back to Housing Committee — 31 August 2022 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Our Ref: Your Ref: Contact: Tel: Fax: E-Mail: Date: Lesley Dysart dysartl@northlan.gov.uk 22 Aug 2022 Members of the Housing Committee Chief Executive’s Office Archie Aitken Head of Legal & Democratic Solutions Civic Centre, Windmillhill Street Motherwell ML1 1AB DX 571701, Motherwell 2 www.northlanarkshire.gov.uk Notice is given that a Hybrid Meeting of the HOUSING COMMITTEE is to be held in the Council Chamber, Civic Centre, Motherwell on Wednesday, 31 August 2022 at 10:00 am which you are requested to attend. The agenda of business is attached. Head of Legal and Democratic Solutions Members : Councillors: H Brannan-McVey, G Brennan, B Burgess, T Carragher, M Coyle, S Coyle, D Crichton, Di Mascio, K Duffy, H Dunbar, F Fotheringham, W Goldie, M Hughes, J Jones, P Kelly, J Keltie, J Leckie, J Logue, F MacGregor, M McBride, B McCluskey, B McCulloch, M McCulloch, P McDade, F McKay, R McKendrick, C McManus, F McNally, J McPhilemy, A McVey, L Nolan, J Reddin, L Roarty, G Robinson, W Shields, A Smith, A Stubbs, R Sullivan, A Thomas, and J Toner. Page 1 of 293
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AGENDA (1) Declarations of Interest in terms of the Ethical Standards in Public Life Etc. (Scotland) Act 2000 OPERATIONAL (2) Mears LLP: Operational and Financial Performance Monitoring Report to June 2022 (page 7 - 28) Submit report by the Head of Housing Property and Projects setting out Mears Limited Liability Partnership (LLP) performance against its business objectives, Council priorities and the Housing and Corporate Repairs and Maintenance service delivery contracts and the financial performance for financial years 2022 and 2023 (copy herewith) (3) Saltire Performance Report to 30 June 2022 (page 29 - 38) Submit report by the Head of Housing Property and Projects providing a detailed update on the current 2022/23 performance of the Business Housing Property Central Heating Repairs & Maintenance service delivery contracts (copy herewith) (4) Annual Review of Housing Asset Management Plan 2021 - 2022 (page 39 - 68) Submit joint report by the Head of Housing Property and Projects, Head of Housing Solutions, and Head of Planning and Regeneration (1) providing an overview of the progress achieved over the 2021/22 period in delivering Homes Fit for the Future, the Council's Housing Asset Management Plan (HAMP) 2021-2026, and (2) seeking approval of the annual progress report (copy herewith) (5) Veterans Scotland - Housing Maintenance Arrangements (page 69 - 74) Submit report by the Head of Housing Property and Projects providing an update on the housing repairs and maintenance agreement between North Lanarkshire Council and the Veterans Scotland charity (copy herewith) (6) Rapid Rehousing Transition Plan Annual Progress and Future Activity (page 75 - 96) Submit report by the Head of Housing Solutions (1) providing an overview of (a) the progress achieved over the past year, in year 3 of the Rapid Rehousing Transition Plan (RRTP) and (b) activities planned to meet the RRTP objectives in year 4, and (2) seeking approval to progress those activities outlined in the report (copy herewith) (7) Scottish Housing Regulator: 2021/22 Annual Assurance Statement (page 97 - 106) Submit report by the Head of Housing Solutions seeking approval on the sign off of the third Annual Assurance Statement as attached in Appendix 1 to the report (copy herewith) (8) Tenant Participation Strategy - Annual Review (page 107 - 122) Submit report by the Head of Housing Solutions providing an update on the annual review for 2021/22 of the Tenant Participation Strategy 2020-2025 - "Involving Tenants, Improving Services" (copy herewith) Page 3 of 293
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2 (9) Housing Domestic Abuse Policy (page 123 - 142) Submit report by the Head of Housing Solutions seeking approval of the new Housing Domestic Abuse Policy, which has been developed in partnership with the Violence Against Women Partnership and shaped by the views of women with lived experience of domestic abuse (copy herewith) (10) Tenancy Sustainment Policy (page 143 - 158) Submit report by the Head of Housing Solutions seeking approval to implement the Tenancy Sustainment Policy and associated sustainment and homeless prevention activity (copy herewith) (11) Open Market Purchase Scheme - Programme of Work PO13 (2) (page 159 - 166) Submit report by the Head of Planning and Regeneration (1) providing an update on the progress of the Open Market Purchase Scheme, and (2) seeking approval for a further extension to the scheme to acquire homes from private landlords in certain circumstances, to help prevent homelessness and enable private tenants to remain in their home as a Council tenant (copy herewith) (12) Programme of Work - PO13 (3) Strategic Housing Investment Plan 2023/24-2027/28 (page 167 - 174) Submit report by the Head of Planning and Regeneration seeking approval for a number of projects to be included within the next Strategic Housing Investment Plan (SHIP) 2023/24 - 2027/28 which will be submitted to the Scottish Government on 28 October 22, subject to approval at this Committee (copy herewith) (13) Future New Build Sites (page 175 - 186) Submit report by the Head of Planning and Regeneration seeking approval of the (1) proposed sites, outlined in Section 2.1 and Appendix 2 of the report, and (2) potential off the shelf purchase of completed homes at Johnston Road, Gartcosh - Phase 2, as outlined in Section 2.3 of the report (copy herewith) (14) Millcroft Road, Cumbernauld - Compulsory Purchase Order (page 187 - 192) Submit report by the Head of Planning and Regeneration seeking approval to (1) write off debts due to the Council by owners of the properties at Millcroft Road, Cumbernauld which are currently secured to the Council by way of Repayment Charge and Notice of Payment of Grant in order to further strengthen the case for Compulsory Purchase Order (CPO) at Millcroft Road being confirmed by the Scottish Government; (2) voluntarily acquire properties at Millcroft Road, should the Compulsory Purchase Order be confirmed by the Scottish Government, and (3) agree that residents who require re-housing will be entitled to additional 'demolition points' on their Common Housing Register application, following confirmation of the CPO (copy herewith) (15) New Supply Programme Procurement (page 193 - 204) Submit report by the Head of Planning and Regeneration (1) providing an update on current procurement activity relating to the new build housing programme, and (2) seeking approval to progress the procurement arrangements outlined in the report (copy herewith) Page 4 of 293
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3 (16) General Debtors Write-Off 2022 (page 205 - 210) Submit report by the Head of Housing Solutions presenting a summary of outstanding debtor accounts which are deemed uncollectable following all attempts at recovery or are considered uneconomically viable to continue pursuing (copy herewith) MONITORING (17) Revenue Budget Monitoring Reports (a) Housing Revenue Account - 1 April to 22 July 22 (page 211 - 216) Submit report by the Depute Chief Executive providing a summary of the Housing Revenue Account Financial Performance for the period from 1 April to 22 July 22 (Period 4) (copy herewith) (b) Enterprise and Communities (page 217 - 228) Submit report by the Depute Chief Executive providing a summary of the Financial Performance of the Enterprise and Communities Service for the period from 1 April to 22 July 22 (Period 4) (copy herewith) (18) Captial Programme Monitoring Reports (a) HRA Capital Monitoring Report - 1 April to 22 July 22 (page 229 - 236) Submit report by the Depute Chief Executive reviewing progress towards agreed spending plans within the 2022/23 HRA Capital Programmes (copy herewith) (b) Enterprise and Communities - Capital Monitoring (page 237 - 242) Submit report by the Depute Chief Executive highlighting the Financial Performance of 2022/23 Enterprise and Communities Capital Programme for the period from 1 April to 22 July 22 (Period 4) (copy herewith) Contracts (19) Contract for Approval - Retrofit of Sprinklers and Associated Works - Phase 3 - 4 No Tower Blocks, North Lanarkshire (page 243 - 254) Submit report by the Head of Housing Property and Projects seeking approval to award a contract for Retrofit of Sprinklers and Associated Works - Phase 3 - 4 No. Tower Blocks, North Lanarkshire to Harmony Fire Limited (copy herewith) (20) Contracts for Noting (a) Contract Award for the Provision of a Payment Solution for Tower Laundries (page 255 - 260) Submit report by the Head of Housing Solutions notifying the Committee of a contract award made for the provision of a Payment Solution for Tower Laundries to Electrolux Professional Services, utilising the Negotiated Tender Procedure (copy herewith) (b) Contract Award for Measured Term Contract: Bitumen Macadam (Bitmac) Repairs 2022-2026 (page 261 - 274) Submit report by the Head of Housing Property and Projects seeking homologation of the decision taken by the Depute Chief Executive in awarding the contract for the MTC for Bitumen Macadam (Bitmac) Repairs 2022-2026, to John McGeady Ltd (Lot 1 Corporate), and Hillhouse Quarry Group Ltd TA MacAsphalt (Lot 2 Housing) (copy herewith) Page 5 of 293
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4 (c) Contract Award for Measured Term Contract - UPVC Door and Window Repairs and Maintenance 2022 -2026 (page 275 - 286) Submit report by the Head of Housing Property and Projects seeking homologation of the decision taken by the Depute Chief Executive to award the Contract for UPVC Door and Window Repairs and Maintenance 2022-2026 to Walker Profiles Ltd (copy herewith) (21) Contracts awarded Below Committee Approval Threshold (page 287 - 293) Submit report by the Head of Asset and Procurement Solutions advising of contracts awarded between 1 January to 30 June 22 (copy herewith) Page 6 of 293
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref BL/MH/KD/HD Date 31/08/21 Mears LLP: Operational and Financial Performance Monitoring Report to 30 June 2022 From Brian Lafferty, Head of Business (Housing Property and Projects) E-mail HendryM@northlan.gov.uk DoohanK@northlan.gov.uk Telephone Michelle Hendry, 07960974797 Kevin Doohan, 07415477387 Executive Summary This report outlines Mears Limited Liability Partnership (LLP) performance against its business objectives, Council priorities and the Housing and Corporate Repairs and Maintenance service delivery contracts and the financial performance for financial years 2022 and 2023. Recommendations It is recommended that the Housing Committee: (1) Acknowledge Mears LLP’s operational performance for 2022/23 for both housing repairs and corporate repairs, from 1 April 2022 to 30 June 2022. (2) Acknowledge Mears financial performance as of 31 March 2022, along with assurance, or otherwise of the financial standing of the ALEO by Financial Solutions; (3) Acknowledge that the Head of Business and Digital submits a six-monthly composite report to the Audit and Scrutiny Panel confirming that governance and risk management arrangements are suitably robust within each ALEO/partner: (4) It is recommended that Committee acknowledge the one-off modification to the existing conditions as referenced in 2.5.5 and the financial impact that varying the calculation of the index has. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (1) Ensure a housing mix that supports social inclusion and economic growth AGENDA ITEM 2 Page 7 of 293
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1. Background 1.1 In 2010 Morrisons Facilities Services Ltd successfully bid to become the Council’s strategic partner to deliver housing and corporate repairs over a 10- year period with the contract commencing on 21 January 2011. Mears PLC subsequently bought Morrisons Facilities Services Ltd as a going concern, so now own the 67% shareholding in the Mears Scotland LLP (Mears) strategic partnership and the inherent North Lanarkshire service contract. North Lanarkshire Council owns the remaining 33% of Mears Scotland LLP. 1.2 At a strategic level, the MEARS Management Committee is responsible for governance and oversight of the LLP’s statutory responsibilities in relation to service delivery and management, staffing, financial control and reporting, health and safety, performance monitoring and risk management. The Management Committee meets quarterly and comprises up to four representatives from MEARS Scotland and two representatives from North Lanarkshire Council with these positions currently filled by the Vice Convener of the Housing and Regeneration Committee and the Head of Housing Solutions. Senior officers from both partners are also in attendance to provide professional, technical and financial reports. 1.3 The Council expected the partnership to secure local employment, source local supplies and services, and ultimately secure continuous improvement in the repair’s services delivered to North Lanarkshire residents and the council. 1.4 The Year 8 Best Value Service Review (BVSR) of the MEARS contract, reported to the Enterprise and Housing Committee in May 2018, included an assessment of the corporate property repairs service including: Revenue Works Orders, capital projects, Client-Contractor liaison arrangements; post-inspections; health and safety; and performance reporting. The review found that works are carried out safely and are conducted in accordance with the job specification, good industry practice and the relevant quality standards. The opportunity was identified, however, to improve feedback and ongoing communication between MEARS and the relevant Services to ensure that the customer was kept up to date on the progress of the repairs. Overall, the BVSR identified high levels of service delivery across the partnership, with only a small number of improvement actions identified, including the need for improved communications as referenced above. 1.5 Housing repairs, corporate property maintenance and capital investment proposals are all currently in-scope for delivery through the new North Lanarkshire Council Enterprise Project. To ensure continuity of service and enable anticipated inclusion of housing and corporate property maintenance within the North Lanarkshire Council Enterprise Project, the Housing and (22) Facilitate a North Lanarkshire wide approach to asset rationalisation, including with communities and partners (25) Ensure intelligent use of data and information to support fully evidence based decision making and future planning Page 8 of 293
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Regeneration Committee at its meeting on 20 May 2020 considered a report recommending that provision is made for annual extensions to the strategic partnership with MEARS, potentially up to January 2024. 1.6 In relation to the contract extension, Mears are now in the second year, this commenced on 22 January 2022 until 21 January 2023. It should also be noted that the third year was recently approved at committee which is from 22 January 2023 to 21 January 2024. 1.7 In line with the role and nature of the strategic partnership vehicle, performance will continue to be reported to Committee during the extension periods. 1.8 In February 2020, the arrangements were revised, and individual Heads of Service now submit a six-monthly performance report to the relevant service committee confirming that the ALEO is delivering services as per our recommendations and expectations, and in accordance with the Service Level Agreement of contract works agreement. Colleagues in Financial Solutions provide the financial performance information along with assurance, or otherwise, in relation to the financial standing of the company. 1.9 In addition to this reporting, the Head of Business and Digital submits a six- monthly composite report to the Audit and Scrutiny Panel confirming that governance and risk management arrangements are suitably robust within each ALEO. Information is also provided by the Head of Financial Solutions relating to compliance with financial monitoring arrangements and identifying any matters which may result in financial risk to the council. This financial information is reported by exception. 2. Report 2.1 Performance Indicators 2.1.1 It was agreed that performance against these targets should be reported to committee on a six-monthly basis. As such a Partnership Performance report has been submitted on a scheduled basis, with the most recent considered by the previous committee at its meeting on 24 November 2021. 2.1.2 Appendix 1 provides year to date housing performance in 2022/23 with comparison figures from the previous year provided in Appendix 2. Emergency and non-emergency timescales for housing repairs are shown in Appendix 3. Appendix 4 provides year to date Corporate performance in 2022/23 with comparison figures from the previous year provided in Appendix 5. Emergency and non-emergency timescales for corporate repairs are shown in appendix 6. Further performance outcomes, demonstrating where Mears is supporting The Plan for North Lanarkshire are provided at Appendix 7. Appendices 8 and 9 provide financial performance and overall Standing as of 31 March 2022. 2.2 Housing Property Performance Page 9 of 293
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2.2.1 The timescale in completing emergency repairs for all 3 linked contractors, year to date, is currently 3.22 hours. Mears year to date, average emergency timescales are 3.38 hours. The 2021/22 Scottish average for all indicators has still to be published and will be reported at the next committee. The 2020/21 Scottish average was 5.6 hours. 2.2.2 The timescale for completing non-emergency repairs, for all 3 linked contractors, year to date, is currently 6.30 days. Mears average non-emergency timescales is 8.90 days. The 2021/22 Scottish average for all indicators has still to be published and will be reported at the next committee. The 2020/21 Scottish average was 9.4 days. A full breakdown of year to date including emergency and non-emergency performance for all contractors as well as Mears only, is included in appendix 3 2.2.3 It should also be noted that repairs carried out right first time has been reported at 97.19 % over the same period. 2.2.4 Current customer satisfaction level is 95.56% year to date. In 2021/22 it was reported to the Scottish Housing Regulator that 94.79% of tenants were satisfied with the repairs service. We continue to receive various methods of surveys which include completed surveys online from tenants and also at the post inspection stage of works, undertaken by our Technical Officers. We also receive results from Mears text message survey which was introduced January 2021. Customer satisfaction surveys continue to inform action and help ensure that any areas of dissatisfaction are immediately followed up. 2.2.5 Frontline resolutions - The number of Stage 1 complaints received for 2022/23 relating to all of Housing Property and Projects, have increased in comparison with the same period last year (see table 1 below). Of the complaints responded to year to date, a total of 77.94% have been upheld or partially upheld, in the same period last year 74% were upheld. 100.00% of complaints YTD have been responded to within SPSO timescales, in comparison to 96.00% of complaints in the same period in 2021/22. Twenty-two stage one complaints were received in Q1 in relation to Mears, they were responded to within timescale and 21 (95.45%) were upheld or partially upheld. An analysis of all complaints received is undertaken by Local Homes to allow any re-occurring issues to be addressed and associated service improvement actions to be progressed. 2.2.6 Investigations- The number of Stage 2 complaints received for 2022/23, relating to all Housing Property and Projects service, has decreased in comparison to the same period last year (see table 1 below) A total of 57.14% of closed cases have been upheld or partially upheld which is a decrease in comparison to 87.50% upheld or partially upheld in the same period last year. 100% of complaints received as stage 2 complaints were responded to within timescale YTD. There has been one stage 2 complaint received in relation to Mears within 2022/23 to date. It was responded to within timescales and was upheld. 2.2.7 It should be noted that in relation to the number of complaints as a comparison to the number of emergency and non-emergency repairs, which equated to 24,577 from April to June 2022 this equates 0.03 as a % of complaints as a comparison. Page 10 of 293
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2.2.8 Table 1 below shows Housing Property and Projects complaints received via Council between each financial year. The final column shows the total received with the carry forward from the previous year. Table 1 2022/23 2021/22 (for comparison) Q1 Q2 Q3 Q4 YTD Total Q1 Q2 Q3 Q4 Total Stage 1 67 67 + 4 cf 85 56 50 55 62 223 Stage 2 5 5 + 2 cf 10 10 6 9 9 34 Total 72 72 + 6 cf 95 66 56 64 65 257 2.3 Corporate Property Performance 2.3.1 The timescale in completing emergency repairs year to date, April 2022 to June 2022 is currently 3.52 hours. 2.3.2 The timescale for completing non-emergency repairs year to date is currently 8.58 days. A full breakdown of year to date, emergency and non-emergency performance is included in appendix 5. 2.3.3 Percentage of emergency jobs of day-to-day routine jobs is 54.80% April – June 2022 this exceeds the 34% target as set out in the Strategic Performance Framework. 2.3.4 99.57% of emergency jobs were completed within time scale YTD. This surpasses the 97% target. 2.3.5 Also surpassing the 97% target is the percentage of routine jobs completed within timescale which currently sit at 98.57% YYD. 2.4 Service Delivery Highlights A sample of service delivery highlights over the period include: • Installed Kitchen units to St Andrews Hospice Warehouse • Collaborative working with NLC on World of Work Modules ‘Pathways to a career, video recorded to be shown at careers fayres across schools that shown success cases for apprenticeships’ • Collaborative working with supply chain to donate paint to Mother & Baby unit in Airdrie • NLC No Limits placement commenced on September 2021 • 444 Safer Homes items to 68 properties in Q1 • 21 apprentices onboarded in August 2021 2.5 Financial Impact – Public Accountability Page 11 of 293
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2.5.1 To satisfy the Council’s duty to ensure the organisation delivering property repairs and upgrade services on its behalf is financially sound, the Council’s Section 95 Officer maintains appropriate and proportionate processes and procedures for scrutinising Mears financial performance. 2.5.2 The Council’s Legal Agreements with Mears specify the financial information which it must submit to the Council including an annual business plan, quarterly management accounts, audited financial statements etc., to enable Financial Solutions to assess and report any financial risk likely to arise as a result of the Council using Mears to deliver these services. 2.5.3 The Council expends both revenue and capital resources annually with Mears to deliver services which assist the Council in achieving its priority outcomes. Mears operated a financial year ending 31 December 2021 with the majority of its turnover anticipated from housing and property repairs, with the remainder representing capital and other works. Based on their unaudited accounts to 31 December 2021, members may will wish to note that Mears LLP reported a trading profit of £1.181m on an annual turnover of £48.856m (2.4%). During January to June 2021, the company traded a no profit / no loss breakeven position as per the defined service agreement with NLC. The budget assumed a delivery of works at previously derived run rates, which were not possible to achieve during the pandemic, resulting in the reduced bottom line profit position. 2.5.4 As previously advised, the contract with Mears includes scope for the Council to receive additional financial benefits, all of which have been impacted during the year by the restrictions in place including: a) A “volume discount”, which gives the Council a 6.28% return on the value of relevant works awarded through the partnership. For the financial year 2021/22, the Council had budgeted to receive £1.3m which was fully achieved. b) The partnership agreement also makes provision for a Best Value Efficiency Saving (BVES) to be applied to the schedule of rates paid by the Council on 1st July each year. The BVES receivable is dependent on turnover achieved by Mears, with a rate of 2.75% applicable on works to the value of £30m, a further 4.69% applicable on works between £30m and £35m, and any turnover in excess of £35m attracting additional BVES of 7.69%. Recognising the Council’s 2021-22 budget of £34.5m for housing repairs, the partnership expected to deliver a minimum benefit of £0.825m. c) Scope also exists for the Council to receive dividends from this partnership arrangement. However, as a result of the previous cumulative negative trading position, there have been no dividends declared to date. d) In return for satisfactory service delivery and effective financial performance through the LLP, Mears PLC is entitled to receive a management fee which comprises both fixed and variable elements and is partially linked to level of works delivered through the contract. Page 12 of 293
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2.5.5 Members will be aware of the well publicised inflationary pressures in the wider economy linked to Covid-19, Brexit and the war in Ukraine. As a result, material prices have risen significantly in recent times with the only way to address this within the contract being through the index fluctuation. Due to significant market volatility there was a delay between the impact of current market conditions being shown through the standard indices applicable in the contract. An ongoing exercise into price increase claims highlighted a more reasonable approach would be to calculate the index figure at the point it was due to be applied rather than forecast annually as stated within the contract. An earlier committee report to the Housing and Regeneration Committee on 20 May 2020 regarding the Mears Partnership Extension advised there would be no change in the scope of the contract or the schedule of rates. This amendment may be considered a one-off modification to the existing terms and conditions to deal with the unprecedented market conditions and ensure the sustainability of a key strategic partner. Amending the calculation would have a consequential effect on the Schedule of Rates and would equate to a payment for 2021/2022 of approximately £996k. 2.6 Financial Performance as of 31 March 2022 2.6.1 Mears Financial year runs from January to December. The LLP is budgeting to receive a net profit of £1.833m on a turnover of £49.989m (3.7%). The 2022 budget submission was based upon normal trading forecasts following the conclusion of the defined service agreement. The budget is based on the pre- defined service delivery run rates, taking into consideration anticipated reductions in some planned work streams. Existing agreements on Covid19 support are included in the first quarter to March 2022. 2.6.2 The mix of turnover traded during Q1 has had more of a bias towards routine repairs than originally envisaged. Planned works have been re-prioritised to ensure the routine works are being completed. 2.6.3 Based on Mears financial statements to 31 March 2022, it should note that the Mears are showing a net profit of £0.205m on a turnover of £12.954m. Details of performance against budget to31 March 2022 are detailed in Appendix 8. 2.6.4 It should be noted that the partnership has experienced difficult trading conditions during quarter 1. This has been because of the challenging issues within the market, where material prices are increasing and in instances difficult to procure. It should also be noted that recruitment is proving challenging due to a demand on labour across the construction industry. 2.7 Overall Financial Standing – Balance Sheet as at 31 March 2022 2.7.1 Appendix 9 provides key balances to give members an update on the overall financial standing of the company. Key balances and indicators worthy of specific note include: Page 13 of 293
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a) The company had cumulative net assets of £0.857m b) A comparison of current assets to current liabilities equated to a current net asset of £3.323m and a current ratio of 1.425. A current ratio less than 1 is an indication that the company may experience difficulty in meeting its obligations. The partnership ratio is above 1, however there is a continued reliance upon the parent company’s rolling facility which is up to a maximum of £8.000m. The intra Group loan account stood at £2.535m as at 31 March 2022. 3. Measures of success 3.1 These reports detail the activities which are expected to support delivery of the council’s priority outcomes, as well as the organisation’s performance against these. This should ensure elected members have sufficient information to assess how Mears’ service delivery supports the council in delivering against The Plan for North Lanarkshire, as well as producing a high level of service delivery, legal compliance and customer satisfaction. 4. Supporting documentation 6.1 Appendix 1 – Mears Housing Performance 22/23 6.2 Appendix 2 – Mears Housing Performance 21/22 6.3 Appendix 3 – Housing emergency and non-emergency performance 22/23 6.4 Appendix 4 – Mears Corporate Performance 22/23 6.5 Appendix 5 – Mears Corporate Performance 21/22 6.6 Appendix 6 – Corporate emergency and non-emergency performance 22/23 6.7 Appendix 7 – Mears Contribution to The Plan 6.8 Appendix 8 - Financial Performance as of June 2021 6.9 Appendix 9 – Overall Financial Standing as of June 2021 Brian Lafferty Head of Business (Housing Property and Projects) Page 14 of 293
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ Page 15 of 293
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If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed Page 16 of 293
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Appendix 1 MEARS HOUSING PERFORMANCE 2022/23 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Cat 1a - Emergency within Hours (95%) Total 1019 1297 1146 % Within 99.61% 99.69% 99.56% Cat 1b - Emergency Outwith Hours (95%) Total 735 657 743 % Within 99.86% 99.70% 99.33% Cat 2 - Routine 3 Day Works (95%) Total 634 675 638 % Within 100.00% 100.00% 100.00% Cat 3 - Routine 7 Day Works (95%) Total 1 1 2 % Within 100.00% 100.00% 100.00% Cat 4 - Routine 20 Day Works (95%) Total 2195 2198 2059 % Within 99.91% 99.68% 99.95% Empty House Works - 3 Days (95%) Total 309 339 303 % Within 100.00% 95.87% 93.40% Empty House Works - 10 Days (95%) Total 456 450 376 % Within 99.78% 94.89% 93.35% Routine Works - P9 (95%) Total 3 0 0 % Within 100.00% N/A N/A Glazing Pilot Works (95%) Total 111 139 85 % Within 100.00% 100.00% 100.00% Priority P - Extended Priorities (95%) Total 190 211 246 % Within 100.00% 100.00% 99.59% Adaptations - 40 Days (95%) Total 70 93 70 % Within 100.00% 98.92% 100.00% Rotworks - 40 Days (95%) Total 41 63 41 % Within 100.00% 100.00% 100.00% Priority T - 1 Day (100%) Total 246 294 198 % Within 100.00% 100.00% 100.00% Page 17 of 293
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Appendix 2 MEARS HOUSING PERFORMANCE 2021/22 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Cat 1a - Emergency within Hours (95%) Total 1441 1491 1405 1391 1536 1539 1564 1536 1433 1301 1369 1419 % Within 99.38% 99.46% 98.72% 99.21% 99.35% 99.03% 99.42% 98.83% 99.44% 99.69% 99.34% 99.37% Cat 1b - Emergency Outwith Hours (95%) Total 910 966 779 928 947 762 907 766 824 826 791 724 % Within 99.78% 99.28% 99.61% 99.57% 99.37% 99.21% 99.67% 97.39% 99.51% 99.76% 99.12% 99.72% Cat 2 - Routine 3 Day Works (95%) Total 507 804 791 821 875 767 838 783 730 741 677 748 % Within 99.61% 100.00% 100.00% 100.00% 99.89% 100.00% 99.76% 99.87% 99.86% 100.00% 100.00% 100.00% Cat 3 - Routine 7 Day Works (95%) Total 1 1 0 1 0 0 1 1 0 0 1 1 % Within 100.00% 100.00% N/A 100.00% N/A N/A 100.00% 100.00% N/A N/A 100.00% 100.00% Cat 4 - Routine 20 Day Works (95%) Total 916 2491 2820 2145 2006 1905 1871 2360 1794 1853 1857 2149 % Within 100.00% 100.00% 99.96% 99.77% 99.85% 100.00% 99.95% 99.92% 99.94% 99.78% 99.84% 99.95% Empty House Works - 3 Days (95%) Total 479 442 487 513 512 427 474 524 494 459 490 427 % Within 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 99.79% 99.81% 100.00% 99.56% 99.80% 99.77% Empty House Works - 10 Days (95%) Total 500 448 503 491 476 578 498 548 478 467 541 434 % Within 100.00% 100.00% 99.80% 99.80% 100.00% 100.00% 100.00% 99.64% 100.00% 99.79% 99.82% 99.54% Routine Works - P9 (95%) Total 1 1 1 0 2 3 4 13 5 8 3 6 % Within 100.00% 100.00% 100.00% N/A 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% Glazing Pilot Works (95%) Total 85 120 130 130 143 160 132 142 147 120 106 109 % Within 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 99.08% Priority P - Extended Priorities (95%) Total 154 154 232 349 527 599 671 836 291 192 195 189 % Within 99.35% 100.00% 99.57% 99.71% 100.00% 100.00% 100.00% 99.88% 100.00% 100.00% 100.00% 100.00% Adaptations - 40 Days (95%) Total 92 66 124 91 78 121 106 97 37 93 55 107 % Within 100.00% 100.00% 100.00% 98.90% 100.00% 99.17% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% Rotworks - 40 Days (95%) Total 41 62 80 57 61 39 65 57 53 54 66 56 % Within 97.56% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% Priority T - 1 Day (100%) Total 387 307 280 283 341 391 355 394 414 411 324 314 % Within 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% Page 18 of 293
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Appendix 3 – Average timescales for housing emergency and non-emergency jobs Housing Emergency Repair Timescales – 2022/23 (All contractors) April May June July August September October November December January February March YTD Total Time Taken 6598:47:10 8060:51:47 6856:43:09 21516:22:06 Total Jobs 2080 2272 2030 6382 Average Timescale 3:10:21 3:32:52 3:22:40 3:22:17 Housing Non-Emergency Repair Timescales – 2022/23 (All contractors) April May June July August September October November December January February March YTD No. Of Non Emergency Repairs 6332 6146 5717 18195 Total Number of Days Taken 45646 38260 30754 114660 Average Length of Time Taken 7.21 6.23 5.38 6.30 Housing Emergency Repair Timescales – 2022/23 (Mears only) April May June July August September October November December January February March YTD Total Time Taken 6050:36:41 7522:28:15 6263:20:49 19836:25:45 Total Jobs 1754 1952 1743 5449 Average Timescale 3:26:59 3:51:13 3:35:36 3:38:25 Page 19 of 293
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Housing Non-Emergency Repair Timescales – 2022/23 (Mears only) April May June July August September October November December January February March YTD No. Of Non Emergency Repairs 3304 3358 2784 9446 Total Number of Days Taken 34378 29225 20493 84096 Average Length of Time Taken 10.40 8.70 7.36 8.90 Appendix 4 MEARS CORPORATE PERFORMANCE 2022/23 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Cat 1a - Emergency within Hours (95%) Total 216 277 227 % Within 100.00% 99.64% 99.12% Cat 2 - Routine 3 Day Works (90%) Total 66 140 105 % Within 100.00% 99.29% 96.19% Cat 3 - Routine 7 Day Works (90%) Total 73 135 69 % Within 100.00% 100.00% 97.10% Page 20 of 293
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Cat 4 - Routine 20 Day Works (90%) Total 276 311 165 % Within 98.91% 97.75% 98.18% Programmed Works (95%) Total 48 46 15 % Within 95.83% 97.83% 93.33% Cyclic Works (95%) Total 21 27 31 % Within 95.24% 100.00% 100.00% Page 21 of 293
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Appendix 5 MEARS CORPORATE PERFORMANCE 2021/22 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Cat 1a - Emergency within Hours (95%) Total 195 263 187 91 232 273 267 324 248 226 254 235 % Within 98.97% 98.86% 99.47% 98.90% 95.26% 99.63% 96.25% 99.07% 98.79% 97.79% 100.00% 98.30% Cat 2 - Routine 3 Day Works (90%) Total 71 152 114 49 130 149 141 129 95 93 120 79 % Within 95.77% 96.05% 92.98% 100.00% 98.46% 100.00% 99.29% 100.00% 100.00% 96.77% 100.00% 100.00% Cat 3 - Routine 7 Day Works (90%) Total 62 98 74 46 92 100 76 87 44 48 65 43 % Within 98.39% 97.96% 95.95% 100.00% 100.00% 98.00% 100.00% 100.00% 100.00% 95.83% 100.00% 100.00% Cat 4 - Routine 20 Day Works (90%) Total 329 316 365 242 300 395 440 458 309 286 309 237 % Within 97.57% 99.37% 97.53% 98.76% 96.67% 97.72% 99.32% 98.69% 99.03% 99.65% 100.00% 99.16% Programmed Works (95%) Total 6 12 15 16 18 46 76 60 46 58 68 43 % Within 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 97.37% 100.00% 100.00% 98.28% 100.00% 100.00% Cyclic Works (95%) Total 30 15 45 51 41 65 85 90 64 74 88 293 % Within 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 98.98% Page 22 of 293
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Appendix 6 – Average timescales for corporate emergency and non-emergency jobs Corporate Emergency Repair Timescales – 2022/23 (Mears only) April May June July August September October November December January February March YTD Total Time Taken 900:24:35 913:39:44 1026:43:15 2840:47:34 Total Jobs 228 278 226 732 Average Timescale 3:56:57 3:17:12 4:32:35 3:52:51 Corporate Non-Emergency Repair Timescales – 2022/23 (Mears only) April May June July August September October November December January February March YTD No. Of Non Emergency Repairs 507 573 335 1415 Total Number of Days Taken 5210 4582 2349 12141 Average Length of Time Taken 10.28 8.00 7.01 8.58 Appendix 7 Mears contribution to The Plan for North Lanarkshire Service Area Target Outcome/Purpose 2021/22 Actual Comments Q1 Q2 Q3 Q4 Page 23 of 293
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Improve Economic Opportunities and Outcomes OBJECTIVE: Provide supported routes out of unemployment or underemployment Number of trade and Modern apprenticeships Contribute to the long-term economic sustainability of North Lanarkshire 51 51 21 apprentices recruited in August 2021. Which will take us to 173 over the length of the contract. Apprentice Intake scheduled for August 2022 – 20 Craft Apprenticeships. OBJECTIVE: Help current and incoming businesses to grow and create employment Number of local suppliers Contribute to the long-term economic sustainability of North Lanarkshire. 34 suppliers with a spend of £7.12m 20 Supplie rs with a spend of £2.4 m Local supply chain spend. Spend is per quarter (not cumulative). Improving the Health and Wellbeing of our Communities OBJECTIVE: Enable more people to live longer at home and to live as independently as possible Safer homes advice and installations To provide safety and security measures to vulnerable groups such as elderly and victims of domestic abuse. 1518 items fitted to 262 properties 279 items fitted to 50 properti es Schools work experience and engagement Provide young people with an opportunity to get an insight into a possible career 0 1 Virtual Apprentice video sent to school to show at employability event. (21/22). Page 24 of 293
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Trade Work Experience – Plumbing ½ day every week for the month of June. On track to resume pre covid activity for 22/23. Recruitment fairs/career talks Provide young people with an opportunity to get an insight into a possible career and routes to work 1 2 Attending meetings with Agyllis / Jennifer Lees to contribute to World of Work Modules. Work in Progress Plains Primary School site visit to New Build. Dalziel High Mock Interview Sessions Apprenticeship projects to support local communities Provides apprentices with the opportunity to work with local communities to add value to facilities as well as work with local groups and events to enable others to deliver community benefits within their area 0 2 2 apprentices carried out some groundwork at St Andrews Hospice during Scottish Apprenticeship week. 4 Apprentices volunteered at Mears Annual Golf Day to raise funds for St Andrews Hospice Citizenship programme on track to return to pre covid run rate. Enhance Participation, Capacity and Empowerment Across Our Communities OBJECTIVE: Improve community participation and engagement in the planning and delivery of services Page 25 of 293
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Housing Tenant Conferences Positively promote the partnership 0 0 Not applicable for 21/22. Sporting Events Positively promote the partnership 0 0 Not applicable for 21/22.. Best Value Efficiency Savings To positively support the partnership, deliver efficiencies to the Schedule of Rates payable via the works agreement. £ £ £ Qtr 1 savings not available will be updated at next cycle Page 26 of 293
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Appendix 8 MEARS Scotland LLP Financial Performance as at March 2022 Income & Expenditure 2022 2021 Budget Actual Variance to Budget Full Year Budget Actual Outturn £m £m £m £m £m Total Sales 13.545 12.944 -0.601 49.989 48.856 Total Direct Costs 10.958 10.616 0.342 40.405 39.753 Gross Margin 2.587 2.328 -0.259 9.584 9.103 Operational % 19.1% 18.0% 43% 19.17% 18.63% Total Overheads 1.978 2.123 -0.145 7.751 7.922 Net Trading Profit 0.609 0.205 -0.404 1.833 1.181 Profit % 4.5% 1.58% 67.2% 3.7% 2.4% Page 27 of 293
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Appendix 9 MEARS Scotland LLP Overall Financial Standing - Balance Sheet as at March 2022 Balances / Indicators 2022 YTD 2021 Final Outturn £m £m Total Fixed Assets 0.069 0.078 Stock 1.239 2.284 Trade & Other Debtors 1.950 0.408 Cash 7.952 7.727 Trade & Other Creditors -5.957 -6.113 Government Bodies - tax, VAT, NI -1.861 -2.079 Inter Company Trading loan -2.535 -1.663 Total Net Assets/ (Liabilities) 0.857 0.642 Current Ratio 1.425 1.272 Page 28 of 293
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref BL/MH/HD Date 31/08/22 Saltire Performance Report to 30 June 2022 From Brian Lafferty, Head of Business (Housing Property and Projects) E-mail HendryM@northlan.gov.uk Telephone Michelle Hendry, 07960974797 1. Background 1.1 As per the recommendation to Committee on 7 June 2012, it was agreed that a six monthly report be established to detail performance across agreed Key Performance Indicators (KPI’s), customer satisfaction and complaints to support the ongoing review and associated improvement actions within the delivery of the strategic partnership vehicles. 1.2 Following consideration and approval by the Policy & Resources Committee in March 2017, the Council’s Strategic Adviser (External Organisations) concluded the sale of the Council’s 33% shareholding in Saltire in May 2017. The works agreement would govern the Central Heating Repairs and Maintenance Delivery service, also being varied to maintain the benefits and protections which the Council had previously enjoyed from its shareholding until expiry on the contract in January 2021 and agreed extensions that have been approved Executive Summary The purpose of this report is to provide a detailed update on the current 2022/23 performance of the Business Housing Property Central Heating Repairs & Maintenance service delivery contracts. Recommendations It is recommended that the Housing Committee: (1) Acknowledge the report in relation to the continued ongoing improved performance of the service delivery contract. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (1) Ensure a housing mix that supports social inclusion and economic growth AGENDA ITEM 3 Page 29 of 293
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at Committee. In relation to the contract extension, Saltire are now in the second year, this commenced on 8 January 2022 until 7 January 2023. It should also be noted that the third year was approved at committee which is from 8 January 2023 to 7 January 2024. 1.3 In line with the role and nature of the previous strategic partnership vehicle, performance will continue to be reported to Committee during the extension periods. 2. Report 2.1 Performance Indicators 2.1.1 KPI performance for 2022/23 in relation to Heating Repairs & Maintenance is attached as Appendix 1. Appendix 2 also contains the full KPI set for 2021/22. Appendix 3 contains the full breakdown of emergency and non-emergency repairs jobs carried out by month for all 3 linked contractors, as well as Saltires only. 2.1.2 As of June 2022/23 the contract achieved 100% gas certification record for the extensive gas heated housing asset base. 2.1.3 All KPI areas continued to be subject to a full audit programme to ensure validity, with wider associated improvement actions details via the formal liaison structure to ensure full transparency and accountability. 2.2 Business Housing Property and Projects Performance / Developments 2.2.1 The timescale in completing emergency repairs for is currently 3.22 hours YTD in comparison with the Scottish Housing Regulator return of 3.18 hours for 2021/22. The average length of time for emergency jobs carried out only by Saltire YTD is 2:00 hours. The 2021/22 Scottish average for all indicators has still to be published and will be reported at the next committee. The 2020/21 Scottish average was 5.61 hours. 2.2.2 The timescale for completing non-emergency repairs YTD is currently 6.30 days for all contractors, in comparison with the Scottish Housing Regulator return in 2021/22 of 6.19 days. Saltires non-emergency average, year to date is 0.86 days. 2.2.3 It should also be noted that repairs carried out right first time has been reported at 97.19 % over the same period. 2.2.5 Current customer satisfaction level is 95.56% year to date. In 2021/22 it was reported to the Scottish Housing Regulator that 94.79% of tenants were satisfied with the repairs service. We continue to receive various methods of surveys which include online, post inspection stage of works and face to face with tenants. Customer satisfaction surveys continue to inform action and help ensure that any areas of dissatisfaction are immediately followed up. 2.2.6 Frontline resolutions - The number of Stage 1 complaints received for 2022/23 relating to all of Housing Property and Projects, have increased in comparison with the same period last year (see table 1 below). Of the Page 30 of 293
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complaints responded to year to date, a total of 77.94% have been upheld or partially upheld, in the same period last year 74% were upheld. 100.00% of complaints YTD have been responded to within SPSO timescales, in comparison 96.00% of complaints in the same period in 2021/22. Two stage one complaints were received YTD in relation to Saltire, they were responded to within timescale and both were upheld. An analysis of all complaints received is undertaken by Local Homes to allow any re-occurring issues to be addressed and associated service improvement actions to be progressed 2.2.7 Investigations – The number of Stage 2 complaints received for 2022/23, relating to all Housing Property and Projects service, has decreased in comparison to the same period last year (see table 1 below) A total of 57.14% of closed cases have been upheld or partially upheld which is a decrease in comparison to 87.50% upheld or partially upheld in the same period last year. 100% of complaints received as stage 2 complaints were responded to within timescale YTD. There has been no stage 2 complaint received in relation to Saltire within 2022/23 to date. 2.2.8 It should be noted that in relation to the number of complaints as a comparison to the number of emergency and non-emergency repairs, which equated to 24,577 from April to June 2022 this equates 0.03 as a % of complaints as a comparison. Table 1 Housing property and projects complaints received via Council between each financial year. The final column shows the total received with the carry forward from the previous year 2022/23 2021/22 (for comparison) Q1 Q2 Q3 Q4 YTD Total Q1 Q2 Q3 Q4 Total Stage 1 67 67 + 4 cf 85 56 50 55 62 223 Stage 2 5 5 + 2 cf 10 10 6 9 9 34 Total 72 72 + 6 cf 95 66 56 64 65 257 3. Measures of success 3.1 The ongoing Partnership Performance monitoring report requires Committee to consider Saltire Facilities Management Limited performance twice per year. These reports detail the activities which are expected to support delivery of the Council’s priority outcomes, as well as the organisation’s performance against these and should therefore ensure elected members have sufficient information to assess how Saltire service delivery supports the Council in delivering against The Plan for North Lanarkshire as well as producing a high level of service delivery, legal compliance and customer satisfaction. 4. Supporting documentation Page 31 of 293
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Appendix 1: Saltire Performance 2022/23 Appendix 2: Saltire Performance 2021/22 Appendix 3: Emergency Repair Timescales and Non-Emergency Repair Timescales Brian Lafferty Head of Housing Property and Projects Page 32 of 293
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Page 33 of 293
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Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Page 34 of 293
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Appendix 1 SALTIRE HOUSING PERFORMANCE 2022/23 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Cat 1a - Priority U (95%) Total 5 3 4 % Within 100.00% 100.00% 100.00% Cat 1b - Priority E (95%) Total 0 0 0 % Within N/A N/A N/A Cat 2 - Routine - Priority 1 (95%) Total 504 479 454 % Within 99.40% 100.00% 99.56% Cat 3 - Routine - Priority 2 (95%) Total 23 20 8 % Within 100.00% 100.00% 100.00% Cat 4 - Routine - Priority 3 (95%) Total 526 496 918 % Within 99.24% 98.59% 100.00% Empty House Works - Priority 4 (95%) Total 196 239 237 % Within 98.98% 97.91% 99.16% Empty House Works - Priority 5 (95%) Total 139 140 169 % Within 99.28% 100.00% 98.82% Routine Works - P9 (95%) Total 0 0 0 % Within N/A N/A N/A Priority P - Extended Priorities (95%) Total 0 0 0 % Within N/A N/A N/A Priority C - 24hour Emergency (95%) Total 1575 1400 1193 % Within 99.30% 99.64% 99.38% Priority D - Capital Boiler renewals (95%) Total 118 96 64 % Within 100.00% 100.00% 100.00% Priority B - 2 hr Emergency within working hours (95%) Total 8 6 5 % Within 100.00% 100.00% 100.00% Priority F - 2 hr Emergency outwith working hours (95%)) Total 2 0 0 % Within 100.00% N/A N/A Adaptations - 40 Days (95%) Total 5 1 5 % Within 100.00% 100.00% 100.00% Page 35 of 293
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Appendix 2 SALTIRE HOUSING PERFORMANCE 2021/22 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Cat 1a - Priority U (95%) Total 3 2 2 2 3 5 2 1 3 3 4 7 % Within 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% Cat 1b - Priority E (95%) Total 0 2 1 1 0 2 1 0 1 0 1 0 % Within N/A 100.00% 100.00% 100.00% N/A 100.00% 100.00% N/A 100.00% N/A 100.00% N/A Cat 2 - Routine - Priority 1 (95%) Total 435 409 421 330 433 496 610 646 625 568 458 551 % Within 100.00% 99.76% 100.00% 100.00% 99.77% 99.60% 99.18% 100.00% 99.68% 99.82% 99.56% 99.46% Cat 3 - Routine - Priority 2 (95%) Total 39 41 34 15 19 15 35 17 50 101 19 31 % Within 100.00% 100.00% 97.06% 100.00% 100.00% 100.00% 100.00% 100.00% 98.00% 100.00% 100.00% 96.77% Cat 4 - Routine - Priority 3 (95%) Total 2630 856 1217 982 418 1290 1199 1017 890 409 952 1058 % Within 100.00% 100.00% 99.84% 99.59% 98.33% 99.53% 99.08% 99.12% 98.99% 98.53% 98.32% 99.34% Empty House Works - Priority 4 (95%) Total 260 215 253 226 197 206 262 243 233 212 195 282 % Within 98.46% 96.74% 98.81% 99.56% 99.49% 96.60% 98.47% 98.35% 97.00% 99.53% 95.90% 98.58% Empty House Works - Priority 5 (95%) Total 206 189 196 182 215 180 208 198 264 153 190 197 % Within 100.00% 100.00% 98.47% 99.45% 98.60% 100.00% 98.56% 98.99% 99.62% 99.35% 99.47% 98.98% Routine Works - P9 (95%) Total 0 0 0 0 0 0 0 0 0 0 0 0 % Within N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A Priority P - Extended Priorities (95%) Total 0 0 0 0 0 0 0 0 0 0 0 0 % Within N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A Priority C - 24hour Emergency (95%) Total 1691 1562 1114 896 1351 1287 1571 1782 1979 2054 1847 1937 % Within 99.35% 99.36% 99.73% 99.67% 99.70% 99.77% 99.05% 99.44% 99.44% 99.17% 99.46% 99.28% Priority D - Capital Boiler renewals (95%) Total 75 75 72 62 60 55 75 49 68 56 58 75 % Within 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 98.21% 98.28% 98.67% Priority B - 2 hr Emergency within working hours (95%) Total 42 54 52 76 78 80 56 97 86 19 21 18 % Within 100.00% 100.00% 100.00% 100.00% 100.00% 98.75% 98.21% 100.00% 98.84% 100.00% 100.00% 100.00% Priority F - 2 hr Emergency outwith working hours (95%)) Total 4 10 5 5 8 8 10 11 8 3 1 3 % Within 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% Adaptations - 40 Days (95%) Total 2 1 3 10 4 5 4 2 0 5 6 8 % Within 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% N/A 100.00% 100.00% 100.00% Page 36 of 293
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Appendix 3 – Average timescales for housing emergency and non-emergency jobs Housing Emergency Repair Timescales – 2022/23 (All contractors) April May June July August September October November December January February March YTD Total Time Taken 6598:47:10 8060:51:47 6856:43:09 21516:22:06 Total Jobs 2080 2272 2030 6382 Average Timescale 3:10:21 3:32:52 3:22:40 3:22:17 Housing Non-Emergency Repair Timescales – 2022/23 (All contractors) April May June July August September October November December January February March YTD No. Of Non Emergency Repairs 6332 6146 5717 18195 Total Number of Days Taken 45646 38260 30754 114660 Average Length of Time Taken 7.21 6.23 5.38 6.30 Housing Emergency Repair Timescales – 2022/23 (Saltire only) April May June July August September October November December January February March YTD Total Time Taken 25:51:17 17:05:37 23:27:48 66:24:42 Total Jobs 15 9 9 33 Average Timescale 1:43:25 1:53:57 2:36:25 2:00:45 Page 37 of 293
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Housing Non-Emergency Repair Timescales – 2022/23 (Saltire only) April May June July August September October November December January February March YTD No. Of Non Emergency Repairs 2632 2399 2574 7605 Total Number of Days Taken 2388 2269 1919 6576 Average Length of Time Taken 0.91 0.95 0.75 0.86 Page 38 of 293
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref BL/PH/SL/LS/BLaf Date 31/08/22 Annual Review of Housing Asset Management Plan 2021-2022 From Brian Lafferty, Head of Housing Property and Projects Stephen Llewellyn, Head of Housing Solutions Pamela Humphries, Head of Planning and Regeneration E-mail laffertyb@northlan.gov.uk llewellyns@northlan.gov.uk humphriesp@northlan.gov.uk Telephone 01698 524758 01698 274192 01698 274174 Executive Summary This report provides an overview of the progress achieved over the 2021/22 period in delivering Homes Fit for the Future, the council’s Housing Asset Management Plan (HAMP) 2021-2026 and seeks approval on the annual progress report. The Plan was approved in February 2021 by the Housing and Regeneration Committee and formally adopted. It sets out our ambitions and priorities alongside key actions for asset management activities and investment over the five-year period, 2021-2026. The HAMP aligns with the Local Housing Strategy and other key council strategies and supports several programmes of work: • P001 (Enterprise Contract) • P003 (Digital NL Transformation Programme) • P013 (New Supply Programme) • P014 (Tower Strategy) • P015 (Housing Investment Programme) • P017 (Fuel Poverty) • P018 (ERDP) • P020 (Town Centre & Community Regeneration) • P021 (City Deal) • P078 (Local Housing Strategy) Recommendations It is recommended that Housing Committee: (1) Note the progress achieved towards the delivery of the Housing Asset Management Plan (HAMP) priorities and key actions. (2) Approve the HAMP annual review and corresponding updated action plan (attached as an appendix to this report). The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes AGENDA ITEM 4 Page 39 of 293
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1. Background 1.1 The council produced in February 2021, Homes Fit for the Future, Housing Asset Management Plan (HAMP) 2021-2026, which sets out the strategic asset management approach in managing council housing in North Lanarkshire. The Plan aligns with the priorities set out in North Lanarkshire’s Local Housing Strategy (LHS) and provides strategic direction for the five-year investment programme. 1.2 The HAMP is a cross service plan which supports the development and implementation of several programmes of work for North Lanarkshire Council. 1.3 The annual review of the HAMP for 2021/22 has now been prepared on progress made in relation to the priorities and corresponding actions. 2. Report Annual Review of Housing Asset Management Plan 2.1 The vision set out in the HAMP, articulates North Lanarkshire Council’s ambitions. This vision will be achieved by delivering on four key priorities: • We help deliver the homes North Lanarkshire needs to grow • We provide high-quality, well-maintained homes • We tackle climate change and fuel poverty • We improve our systems and our use of data 2.2 The Covid-19 pandemic presented significant challenges on the delivery of services over the 2021-2022 period and continues to do so. Other impacts on programmes of work include inflationary cost increases, material and labour shortages as well as the wider effects of the current global situation. 2.3 The action plan contains 44 separate actions, delivering on 15 individual milestones with the HAMP providing a framework for strategic review and reporting. Of these actions, 37 actions are on track (green) and 7 actions have minor delays (amber). There are no actions which have significant delays (red). 2.4 In terms of meeting key targets up to 2021/221 some of the highlights noted include: • 14942 new homes since 2010 • 57 new wheelchair homes since 2010 • 562 homes brought back into council ownership • 588 council homes have had new kitchens installed and 822 council homes have had a new bathroom during 2021/22 • 1045 council homes have new heating systems in 2021/22 • 761 homes with roof and render improvement in 2021/22 • 3.2 average hours in completing emergency repairs - faster than previous years (2019/20: 4.3) • 0 failures to meet gas safety regulations during 2021/2022 1 As at 31st March 2022 2 Includes homes acquired through the Open Market and Empty Homes Purchase Schemes Ambition statement (1) Ensure a housing mix that supports social inclusion and economic growth Page 40 of 293
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2.5 Other key successes have included the continued successful progression of the Towers Reprovisioning Programme, with 209 properties demolished over the 2021/22 period, and the first two re-provisioning sites in Airdrie reaching construction stage, which includes a pioneering net zero site in Dykehead Road, the first of its kind in Scotland. 2.6 Significant progress has also been made in relation to reshaping and repopulating our town centres, with 79 new council homes in town centres/on the edge of town centres delivered over the period, town centre visions developed and work to develop town centre action plans well underway. 2.7 Over £27m has been invested over the reporting period on improving existing homes, including £13m on upgrading heating systems, £6.5m on new kitchens and bathrooms, and £4.2m on home safety and security. Re-cladding in four of tower blocks is currently underway in addition to an extensive programme of work to install interlinked smoke and heat detectors to meet new legislative requirements. Further information on the extent of progress is outlined in the attached appendix. Governance 2.8 The HAMP is reviewed on a quarterly basis by the HAMP Steering Group and progress reported to the HAMP Board, comprised of Senior Management. Annual reviews of the HAMP will continue to be provided to committee. 3. Measures of success 3.1 Approval of the annual review of the HAMP 2021/22 for continued implementation of the HAMP actions and priorities. 4. Supporting documentation 4.1 Appendix – Annual Review of Housing Asset Management Plan 2021/22. Brian Lafferty Pamela Humphries Head of Housing Property and Projects Head of Planning and Regeneration Stephen Llewellyn Head of Housing Solutions Page 41 of 293
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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 equality impact assessment for the Annual Review of the Housing Asset Management Plan has identified that there are no adverse impacts and some equality groups such as older and disabled people will benefit from the actions set out in the HAMP. 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? There are no direct financial implications as a consequence of this report. Yes ☐ No ☒ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? Page 42 of 293
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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? This report does not have a direct impact on technology or digital transformation. However, the HAMP contains several actions within Priority 4 ‘We Improve Our Systems and Our Use Of Data’ which have a positive impact on digital transformation, inclusion and efficacy. These include: • Key Action 4.1 Deliver Digital NL programme to transform customer engagement • Key Action 4.2 Improve systems and processes to enable integrated asset management approach • Key Action 4.3 Make better use of data to drive investment decisions Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☒ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ This report does not impact on any environment or carbon matters. However, the HAMP itself has a direct impact on environmental and carbon matters through several actions which seek to improve the energy efficiency of our homes to reduce our carbon footprint and achieve our net zero target. If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Page 43 of 293
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5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ There are no direct risk impacts as a consequence of this report. A risk register has been developed and is reviewed by the HAMP Steering Group and HAMP Board on a quarterly basis, with risk also recorded on the service’s risk register and managed accordingly. 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 44 of 293
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Homes Fit for The Future North Lanarkshire Council Annual Review of Housing Asset Management Plan 2021/22 Page 45 of 293
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Contents Introduction 3 Strategic Policy Framework 4 Our Priorities 4 Priority 1: We Deliver the Homes North Lanarkshire Needs to Grow 5 Priority 2: We Provide High-Quality, Well-Maintained Homes 6 Priority 3: We Tackle Climate Change and Fuel Poverty 6 Priority 4: We Improve Our Systems and Our Use of Data 7 Action Plan 9 Page 46 of 293
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Introduction This is the first Annual Review of the Housing Asset Management Plan since the production of Homes Fit for the Future, the Council’s Housing Asset Management Plan (HAMP) 2021- 2026. The HAMP produced in 2021 is a high-level plan, which sets out our ambitions and priorities with key actions for delivery over the next five years. This Annual Review and the action plan outline progress on these actions. Significant progress has been achieved over the last year with some key highlights of progress made on key indicators including: The Annual Review of the Housing Asset Management Plan has identified and reflected on key considerations which impact on delivery including COVID-19, inflationary cost increases, material and labour shortages. Strategic Policy Framework Homes Fit for the Future is North Lanarkshire’s plan for managing its housing assets over the five-year period 2021 to 2026 and aligns with The Plan for North Lanarkshire as well as other key strategies, policies and plans. The HAMP is closely aligned with the North Lanarkshire’s Local Housing Strategy (LHS) providing the strategic framework for asset management activities and investment over the next five years. Our Priorities Our housing asset management activities are focused around four key priorities over a five- year period to ensure our homes are fit for the future: These priorities are: • We deliver the homes North Lanarkshire needs to grow • We invest in our housing stock and deliver high-quality, well-maintained homes • We tackle climate change and fuel poverty • We improve our systems and our use of data 3 Includes homes acquired through the Open Market and Empty Homes Purchase Schemes Highlights up to 2021/22 1494 New homes since 20103 57 New wheelchair homes since 2010 562 Homes bought back into council ownership 588 Of our homes have had a new kitchen installed in 2021/22 822 Of our homes have had a new bathroom fitted in 2021/22 1045 Homes with new heating systems in 2021/22 761 Homes with roof and render improvements in 2021/22 3.2 Average hours in completing emergency repairs faster than previous years (2020/21: 4.3) 0 Failures to meet gas safety regulations during 2021/2022 99.2% Homes meet the Energy Efficiency Standard for Social housing in 2021/22 Page 47 of 293
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The Housing Asset Management Steering Group and Board provide the governance arrangements for monitoring progress of these priorities and actions on a quarterly basis throughout the year. Progress on these four priorities during 2021/22 are outlined below highlighting key successes and challenges. The action plan indicates the RAG status of each action using green (on track), amber (minor delays) and red (significant delays). Progress on our key actions: Deliver NL Homes Programme We have delivered 14944 new council homes and we will continue to deliver at pace to meet our target of 1,730 new council homes by 2026 set out in the HAMP as well as our longer- term target of delivering 5,000 council homes by 2035. Covid-19 and market changes including inflation and resource availability continue to present challenges. A range of community benefits continue to be delivered through the council’s new house building contracts, increasing employment opportunities, skills and training as well as local business supply chain improvements. Work has commenced to review options in relation to establishing a vehicle to deliver alternative tenures. We are exploring a potential pilot in Airdrie Town Centre, with funding secured to deliver a town centre demonstrator project. Our Pathfinder Scheme, which allows us to purchase new affordable homes directly from private developers, is progressing well. We are currently in the process of purchasing 24 homes at Lorne Place in Coatbridge, 39 homes at the former DWP offices in Coatbridge and 20 homes at the former Orrs Department Store in Airdrie. The Open Market Purchase Scheme continues to make a positive key contribution to increasing the supply of council homes to meet housing need as well as tackling issues associated with the blight of empty homes, as well as maintenance and improvement works in mixed tenure blocks. Over the course of 2021/22, 75 homes have been purchased through the scheme and brought back into use. Develop and deliver the Towers Reprovisioning Programme We have demolished 209 properties during 2021/22 with the demolition programme successfully achieving all year end targets. Phase Two of the Towers Reprovisioning Programme will be developed, for implementation from 2025. An outline of proposals is currently under review. Over the 2021/22 period the first two re-provisioning sites in Airdrie have reached construction stage, with on-site development progressing well at Dykehead Road and Northburn Place. 4 As at 31st March 2022 and inclusive of council new build and properties acquired through the Open Market Purchase Scheme. Priority 1: We deliver the homes North Lanarkshire needs to grow Page 48 of 293
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Our homes meet housing need and enable independent living We have installed FTTP Broadband and Cat5e cabling as standard requirement ensuring there is digital infrastructure in all new developments, which supports telecare and telehealth to support people to live independently in the community. We have also commenced a technology pilot within supported accommodation and specialist older people’s housing to identify technology solutions that can promote choice, independence and greater control for tenants. Reshape and repopulate our town centres Our key Town Centre Ambition projects are on track to proceed this year subject to the acquisition of The Centre in Cumbernauld Town Centre proceeding this financial year. Significant funding has been provided by the Scottish Government and UK Government for regeneration projects. During 2021/22, we delivered 79 council homes in town centres and edge of town centre locations bringing our total to 104 homes. Town Centre visions have been developed for all eight town centres in North Lanarkshire and work is well underway to develop action plans for each of the town centres. To help deliver our visions, work is underway to prepare and submit bids to supplement the council’s own capital investment. This includes the UK Government’s Levelling Up Fund, the Scottish Government’s Place Based Investment Programme, the Vacant and Derelict Land Fund and Vacant and Derelict Land Investment Programme. Scottish Government funding has recently been confirmed to deliver a demonstrator town centre project in Airdrie Town Centre, which will enable learning on a national scale and support the progression of Town Centre living in North Lanarkshire. Some key progress over the period includes: • Demolition of Bank Street, Coatbridge to enable residential development • Detailed designs and plans produced to convert the former Municipal Buildings at Kildonan Street, Coatbridge into residential accommodation • Completion of Broomknoll Street town centre site in Airdrie, delivering 30 new homes by Clyde Valley Housing Association • Demolition of the former Orrs department store for residential redevelopment • Creation of a new active travel link connecting Abronhill with Cumbernauld Town Centre • Acquisition of the Old Town Hall in Motherwell for conversion to residential use • Acquisition and demolition of the former office building Kingshouse, Wishaw for residential redevelopment • Commencement of construction works on the former Tesco site in Wishaw to create new housing, scheduled for completion later in 2022 • Properties re-developed on Buchanan Street and Graham Street in Airdrie to deliver both commercial and residential accommodation Page 49 of 293
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Progress on our key actions: Ensure our homes are fire safe and meet new legislative requirements We undertake fire risk assessments for all properties that are at high risk. These include our towers and retirement housing complexes. Fire and smoke alarms are installed in all of our homes with work successfully completed over the period to meet the new legislative requirements which require all homes to have interlinked smoke and heat alarms. We have successfully installed fire stopping in all towers not earmarked for demolition overcoming tenant non-access for initial installations and have completed this programme of work. Sprinkler systems have been installed in 4 towers and we are on track to have a further 17 completed by 2025, despite tenant non-access, and material and labour shortages affecting industry. Invest in high-quality homes We have invested £13m on roof and render, £3.8m on heating, £6.5m on kitchens and bathrooms and £4.2m on home safety and security during 2021/22. The 5-year programme of work has been affected by COVID-19, material and labour shortages as well as cost increases, which further impacts on our 30-year capital investment programme of work. The potential impact of the cost of achieving Net Zero remains a significant challenge. Re-cladding in 4 of our tower blocks is currently underway and a further 2 towers will start on site during 2022/23. Re-cladding is a priority for us considering the Grenfell report and the fire safety bill. We are nearing completion of the upgrade of one link corridor retirement complex completion, providing enhanced facilities and environments, incorporating dementia design principles, that promote health, wellbeing and independence, with plans developed for improvements in a second complex. Covid-19 has had an impact on the completion timescale as well as market changes such as inflation and resource availability. Progress on our key actions: Meet the Energy Efficiency Standard for Social Housing post-2020 We commissioned consultants who completed a report on Net Zero requirements during 2021 and a further report is commissioned for 2022 on EESSH requirements in order to meet the Energy Efficiency Standard for Social Housing post-2020. We have 99.2% of our properties with an EPC rating of D (SAP 55 or above), which is a 1% improvement on the previous year. By 2025, social landlords will be unable to rent properties rated below an EPC ‘D’. We have delivered around £9.5m of energy efficiency improvements in North Lanarkshire since 2016, with 1,284 private homes improved. We upgraded 34 council homes and 35 Priority 2: We provide high-quality, well-maintained homes Priority 3: We tackle climate change and fuel poverty Page 50 of 293
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private homes through EES: ABS during 2020/21. EES: ABS programme is being reviewed due to an increase in technical requirements and an increased contribution from owners, which resulted in a delay to the 2021/22 EES: ABS programme commencing. It is likely that owner occupiers’ uptake will be reduced due to higher costs for works. Increase the number of homes fuelled by low carbon sources We are currently on-site at Dykehead Road in Holehills to pilot low-carbon technologies utilising air source heat pumps, solar photovoltaic panels and battery storage. Building works having commenced with initial completions anticipated between Autumn 22 and Spring 23 subject to the challenges of COVID-19, labour and material shortages and the global economic conditions. We are installing modern renewable technologies such as solar and PV panels as part of roofing works. Linked batteries also being tested. Due to rising utility costs, it is now unlikely that tenants will see a reduction in previous fuel bills. We received Scottish Government Social Housing Net Zero Heat Fund during 2021 -22 for £275,500 which will be utilised to provide low-carbon heat, improve energy efficiency or tackle fuel poverty. We developed an initial project linking to Active Travel at Dykehead Road. Active Travel connections will be integrated to all future housing design approaches. Progress on our key actions: Deliver Digital NL programme to transform customer engagement We are undertaking digital work to deliver rents online, Common Housing Register (CHR) online and report Antisocial Behaviour online. Additional work has been undertaken with our Investment Team where efficiencies have been identified if technology was introduced using online forms, online dairies and tablet devices. Work on this will continue to be progressed over the course of the HAMP. We have started work on migrating performance reporting onto the new platform Power BI for Repairs and Housing Solutions and dashboards are being developed for various parts of the service such as Allocations, CHR and Homelessness. Improve systems and processes to enable integrated asset management approach We continue to work on the development of a new IT system to be delivered by 2024, which integrates asset and housing management having completed the specification of requirements and are at the procurement stage. In the meantime, until the integrated asset and housing management system is in place, Confirm IT system has been implemented as an interim solution, which provides a single data repository for asset information and surveying programmes. We have introduced new improvement frameworks with Senior Management giving a strategic overview to review and determine priorities utilising performance information and Priority 4: We Improve Our Systems and Our Use of Data Page 51 of 293
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recommending areas for audit. Audit Plans for Housing Solutions and Housing Property and Projects are in place and reviewed regularly to align to areas of priority within the HAMP and risk. Support development of the Enterprise Strategic Commercial Partnership We have completed the specification for Investment and Repairs as part of the technology workstream, which will improve asset reporting and decision making in relation to investment for the Enterprise Strategic Commercial Partnership (ESCP). The ESCP approach will see a single partner manage a full range of asset and infrastructure related services, from initial feasibility, through design to delivery and construction, lifecycle maintenance and management. Page 52 of 293
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Key Actions Status key Indicator Definition On track, budget, within scope and likely to deliver expected benefits Minor delays, cost overruns, changes to scope or reductions in benefits Significant delays, cost overruns, changes to scope or reductions in benefits PRIORITY 1: WE WILL DELIVER THE HOMES NORTH LANARKSHIRE NEEDS TO GROW STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2020/2021 UPDATE 2021/2022 TIMESCALE LEAD RAG STATUS PROGRESS UPDATE CHALLENGES KEY ACTION 1.1 Deliver NL Homes Programme Contribute to 5,000 new Council homes by 2035 1,730 new Council homes 1,218 (estimate as at March 2021) 1282 1494 2026 New Supply Completions on track to achieve targets. Covid-19; Market changes including Inflation and resource availability. Establish vehicle to deliver alternative tenures Vehicle established Subject to future committee report and approval Some research undertaken with SFT to ascertain viability of alternative tenures in NL On track – see progress update 2023 Business Development & Support/ New Supply Work commenced to review options; Joint working with BDS & Growth regarding pilot in Airdrie Town Centre being progressed by the Growth Team. Currently there is not a viable financial model that would support an arm's length vehicle to deliver alternative tenures. This will be further explored with Scottish Futures Trust. An interim strategy is in place to support RSLs to deliver Mid-Market Rent in North Lanarkshire. Page 53 of 293
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PRIORITY 1: WE WILL DELIVER THE HOMES NORTH LANARKSHIRE NEEDS TO GROW STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2020/2021 UPDATE 2021/2022 TIMESCALE LEAD RAG STATUS PROGRESS UPDATE CHALLENGES Review and update Development Pathfinder approach Review complete 2019/20 - pilot launched Orrs (20) / Lorne Place (24)/ DWP Offices (39) 2021 New Supply Prior Information Notice (PIN) refreshed 2020/21, 2021/2022. Projects are Former Orrs Department store, Airdrie (Wilson Developments Ltd; 20 units) started onsite 04 April 2022, Lorne Place, Coatbridge (Allanwater Homes; 24 units). committee approval delivery dates TBC. The former DWP building, Coatbridge (ML5 Ltd; 39 Units) - committee approval delivery dates TBC. New Supply Team will continue to engage with developers that register interest in the scheme. KEY ACTION 1.2 Develop and deliver the Towers Reprovisioning Programme Deliver Phase One, comprising 1,750 demolitions with sites cleared for future investment 1,750 demolitions with sites cleared for future investment 2019/20 - 27 properties demolished 2020/21 - 165 properties demolished 2021/22 - 209 properties demolished 2025 Investment/ New Supply Excellent progress has been made with the demolition programme achieving all year end targets. External factors increasing project costs and resource availability. Phase Two developed, for implementation from 2025 Programme developed N/A Under development Outline proposals under review 2024 Investment/ New Supply Options appraisal issued to Heads of Service for consideration. Demand analysis vs building condition. Environmental considerations. Page 54 of 293
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PRIORITY 1: WE WILL DELIVER THE HOMES NORTH LANARKSHIRE NEEDS TO GROW STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2020/2021 UPDATE 2021/2022 TIMESCALE LEAD RAG STATUS PROGRESS UPDATE CHALLENGES KEY ACTION 1.3 Our homes meet housing need and enable independent living Carry out options appraisals for all linked corridor retirement housing and supported accommodation complexes Appraisals complete N/A Initial appraisal undertaken Initial appraisal undertaken, with Dundyvan Gardens nearing completion 2023 Housing Solutions GREEN Initial options appraisal exercise complete for all linked corridor complexes. Further, more detailed options appraisal planned for 2023 to inform investment requirements. Covid-19; Market changes including Inflation and resource availability. Develop and implement methods to identify adapted properties prior to matching New process developed and implemented N/A See progress update 2025/26 Housing Solutions/ Repairs and Maintenance GREEN Agilysis had prepared a discovery action plan and identified this as a requirement of the new housing asset management system. Automatic matching likely stored asset information would require to be part of a new integrated housing management system, which is part of key action 4.2 ‘develop new I.T. systems that integrate asset management’. Capacity already in place to enable identification of adapted properties prior to matching. . Develop interactive smart home standard for use in new build homes New standard developed 2020 - in development Base digital infrastructure standard adopted in Employers Requirement / Specification Overarching Digital Standard in Draft 2023 New Supply GREEN On-going determination to be expanded with other services to complete. Page 55 of 293
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PRIORITY 1: WE WILL DELIVER THE HOMES NORTH LANARKSHIRE NEEDS TO GROW STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2020/2021 UPDATE 2021/2022 TIMESCALE LEAD RAG STATUS PROGRESS UPDATE CHALLENGES Ensure digital infrastructure in new homes supports telecare and telehealth Ensure access to high-speed broadband N/A FTTP & Cat5e cabling installed as standard in all new developments Complete Ongoing New Supply GREEN Complete. Pilot Smart Homes technologies at Kerr Grieve Court Pilot complete 2020 - in development Working group established, with some aspects progressed, in addition to other technology projects (see progress update) 2023 Housing Solutions/ Investment GREEN Smart homes technology was showcased in Allershaw mainly due to COVID-19 via technology flat but work continues to be developed to test technology options for improve health, wellbeing and independence. Technology pilot underway in supported accommodation, piloting a range of ‘property’ sensors and technology to improve choice, control and capacity to manage. Impact of COVID-19. Review policy for adapting unsuitable properties Review complete N/A Work carried out to ascertain extent/scale of issues 2022 Repairs and Maintenance AMBER Allocation policy review planned to commence Oct 2022 which will inform policy for adapting unsuitable properties. Some preliminary work carried out to date which identifies issues and scope for improvement. Page 56 of 293
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PRIORITY 1: WE WILL DELIVER THE HOMES NORTH LANARKSHIRE NEEDS TO GROW STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2020/2021 UPDATE 2021/2022 TIMESCALE LEAD RAG STATUS PROGRESS UPDATE CHALLENGES KEY ACTION 1.4 Help reshape and repopulate our town centres Identify and progress key regeneration projects Invest at least £14m in key town centre Ambition projects, with a particular focus on residential development and conversion N/A On track 2023 Growth GREEN Target due to be met this year subject to acquisition of The Centre Cumbernauld Town proceeding this financial year. Significant funding provided by the Scottish Government and UK Government for regeneration projects. There are unrealistic cost expectations when acquiring sites, regeneration tends to be associated with difficult development sites, and rising costs. Deliver and enable new homes in town centre and edge of town centre location Contribute to all-tenure target for housing in the town centre 2019/20 - 0 25 NLC completions 79 NLC completions - providing 104 to date 2023 New Supply GREEN Currently no further TC/EoTC completions anticipated until 2023/24. Identification of Town Centre sites, Utilities and Market Price Increases. PRIORITY 2: WE PROVIDE HIGH-QUALITY, WELL-MAINTAINED HOMES STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2020/2021 UPDATE 2021/2022 TIMESCALE LEAD TEAM RAG STATUS PROGRESS UPDATE CHALLENGES KEY ACTION 2.1 Deliver planned and cyclical maintenance programme Complete annual gas safety checks at all gas-fuelled homes 100% 2019/20 - 100% compliance 100% compliance 100% compliance Ongoing Repairs and Maintenance GREEN 100% compliance. Page 57 of 293
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PRIORITY 2: WE PROVIDE HIGH-QUALITY, WELL-MAINTAINED HOMES STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2020/2021 UPDATE 2021/2022 TIMESCALE LEAD TEAM RAG STATUS PROGRESS UPDATE CHALLENGES Ensure all homes are periodically tested for electrical safety 100% of properties have a test within previous 5 years 2019/20 - 100% compliance 100% compliance 70% compliance Ongoing Repairs and Maintenance AMBER 70% compliance. The additional tests required have been added to the 2022/23 programme and will be completed this financial year 2022/23. KEY ACTION 2.2 Ensure our homes are fire safe and meet new legislative requirements Inspect high-risk properties (retirement housing complexes, supported accommodation, towers) and take remedial action as necessary 100% annual inspection 2019/20 - 100% compliance See progress update – high risk properties assessed for fire safety Ongoing Investment GREEN Fire Risk Assessments for high risk properties including towers and retirement housing progressed by in-house HS team & issued on a monthly basis. No Investment actions to date. Install fire and smoke alarms in all homes 100% completion 2019/20 - 17 towers and 9,042 homes complete 97% completion – see progress update 2022 Investment AMBER 97% complete remaining 3% being installed via forced access. Install fire stopping in all towers not earmarked for demolition in Phase 1 of tower strategy 100% completion 2019/20 - 17 towers complete 2020/21 - 12 towers complete 2021/22 - All towers out with Phase 1 of demolition programme complete 2021 Investment GREEN Programme complete. Tenant non-access for initial installations and in operation damage to doors. Install sprinkler systems in all towers 100% completion 2019/20 - 1 tower complete 2020/21 - 1 tower complete 2021/22 - 4 towers complete 2025 Investment GREEN Programme on target. Contracts for a further 9 towers in progress. Tenant non-access, material and labour shortages affecting industry. Page 58 of 293
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PRIORITY 2: WE PROVIDE HIGH-QUALITY, WELL-MAINTAINED HOMES STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2020/2021 UPDATE 2021/2022 TIMESCALE LEAD TEAM RAG STATUS PROGRESS UPDATE CHALLENGES Survey all low- rise blocks and take remedial action as necessary to ensure they are fire safe 100% completion N/A Survey programme in development 2024 Investment AMBER A survey programme is in development to assess the fire safety works required in low rise blocks across the authority. There is a risk to the timescales for 100% completion due to a number of impacting factors including access, owner occupier engagement and access to materials. KEY ACTION 2.3 Invest in high-quality homes Deliver 5-year capital programme • Planned spend of £295m including: • £77.1m on new roof and render • £50.5m on heating • £16.1m on home safety and security • £10.2m on kitchens and bathrooms 2020 - 5-year capital programme adopted £13m spent on roof and render. £3.8m spent on heating. £6.5m spent on kitchens and bathrooms £4.2m spent on home safety and security 2025 Investment GREEN Outturn figures for 2021/22 available for next update. Changes to the previously planned programme being considered based on the identified risks. Overall, 5-year programme affected by COVID, material labour shortages, and cost increases. Develop and review 30-year capital investment programme 30-year capital investment periodically reviewed N/A On track 2022 Investment GREEN Impact of above on 30-year plan also being assessed. As above plus potential impact of the cost of achieving Net Zero. Page 59 of 293
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PRIORITY 2: WE PROVIDE HIGH-QUALITY, WELL-MAINTAINED HOMES STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2020/2021 UPDATE 2021/2022 TIMESCALE LEAD TEAM RAG STATUS PROGRESS UPDATE CHALLENGES Re-clad some of our Tower blocks Number TBC 2019/20 - 0 complete 2020/21 - 0 complete 2021/22 - 4 towers re- cladding underway. Design for 2 additional towers underway. 2026 Investment GREEN Reclad 4 towers in Coatbridge due for completion 2022. Design work for over cladding of further 2 towers starting 2022. Grenfell report and Central Government fire safety bill. Upgrade our linked corridor retirement complexes Programme developed N/A 2020/21 - 1 complex in progress. 2021/22 - one complex nearing completion. Consultants for second complex being procured 2022 Investment GREEN First upgrading project started on site in 2021 but affected by COVID restrictions. Second site identified and initial brief prepared. Market changes including Inflation and resource availability. KEY ACTION 2.4 Tackle challenges in mixed tenure estate Develop Owner Engagement Approach & Training Training developed N/A On track – see progress update 2023 Investment/ Private Sector GREEN Training module on LearnNL for staff and elected members on owner engagement scenarios including simple encouragement to full enforcement. Review options for addressing disrepair and lack of maintenance, including developing disposals policy Review complete N/A Policy implemented (see progress update) 2022 Investment/ Private Sector/ Business Solutions GREEN Policy recently implemented that enables the last owner occupier in mixed tenure blocks to sell their home to the council and reside as a tenant to help address mixed tenure disrepair and maintenance issues. Page 60 of 293
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PRIORITY 3: WE TACKLE CLIMATE CHANGE AND FUEL POVERTY STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2020/2021 UPDATE 2021/2022 TIMESCALE LEAD TEAM RAG STATUS PROGRESS UPDATE CHALLENGES KEY ACTION 3.1 Meet the Energy Efficiency Standard for Social Housing post-2020 Develop 'route map' for EESSH compliance Route map developed and agreed 2020 2020 - consultants commissioned Report received 2021 Investment AMBER Report on Net Zero requirements completed 2021. Further report commissioned for 2022 on EESSH requirements. Homes meet EPC D by interim target date Homes meet EPC D by interim target date 100% compliance, excluding exemptions or abeyances 98.3% 99.2% % 2024/25 Investment GREEN Slight increase. Enable energy efficiency improvements to Council stock through EES: ABS Enable energy efficiency improvement s to Council stock through EES: ABS 2019/20 - 94 Council homes upgraded, enabled through EES: ABS funding for 222 private properties 34 Council homes upgraded, enabled through EES: ABS funding for 35 private properties No council or private homes upgraded Annual Investment AMBER EES:ABS programme is being reviewed due to an increase in technical requirements and an increased contribution from owners, which resulted in a delay to the 2021/22 EES:ABS programme commencing. There have also been changes to funding as ECO 3 is finishing and ECO 4 is due to begin. Owner uptake is likely to be reduced due to higher costs for works. KEY ACTION 3.2 Increase the number of homes fuelled by low carbon sources Develop new low-carbon homes including trialling new technologies on new build sites To deliver pilot low- carbon development utilising air source heat pumps, solar photovoltaic panels and battery storage 2019/20 - plans in development - First net zero pilot at Dykehead Road – see progress update 2023 New supply GREEN On-site at Dykehead Road, Holehills with building works commenced. Initial completions anticipated between Autumn 2022 & Spring 2023. Works progressing subject to impact on labour / materials / cost pressure from Covid-19 and global economic conditions. Page 61 of 293
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PRIORITY 3: WE TACKLE CLIMATE CHANGE AND FUEL POVERTY STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2020/2021 UPDATE 2021/2022 TIMESCALE LEAD TEAM RAG STATUS PROGRESS UPDATE CHALLENGES Install renewable technologies to existing homes as part of EESSH2 programme To be confirmed in Housing Energy Strategy TBC See progress update TBC Investment GREEN Modern technologies being introduced to programmes. Solar/PV panels being installed as part of roofing works. Linked batteries also being tested. Costs of such technologies for mainstream programmes. Due to rising utility costs, tenants now unlikely to see reduction in previous fuel bills. KEY ACTION 3.3 Secure funding and develop partnerships to maximise impact Apply for and attract funding for projects which will provide low- carbon heat, improve energy efficiency or tackle fuel poverty Funding secured where available 2019/20 – £154,500 from Decarbonisatio n Fund SG Social Housing Net Zero Heat Fund 2021 - 22 £275,500 Ongoing All GREEN 2019/20 - £35k claimed from funding. Remaining funding unable to be utilised due to involvement of owners/COVID lock down. Request made to amend original bid to ensure full spend refused by SG. 2021/22 - Social Housing Net Zero Fund - grant claimed. Develop strategic partnerships to innovate and deliver on our ambitions Partnerships developed with other services and external partners 2019/20 – Sustainable Housing Group established to engage with external agencies Structures established internally and externally to explore opportunities and challenges Ongoing Business Development and Support GREEN HAMP Steering Group and HAMP Board oversee strategic partnerships and priorities and work being undertaken to broaden and develop partnerships to innovate and deliver on our ambitions. Page 62 of 293
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PRIORITY 3: WE TACKLE CLIMATE CHANGE AND FUEL POVERTY STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2020/2021 UPDATE 2021/2022 TIMESCALE LEAD TEAM RAG STATUS PROGRESS UPDATE CHALLENGES Improve connections to Active Travel routes and contribute to delivery of the Council's Active Travel Strategy All new development s will link to Active Travel connections, where feasible 2021 - revised specification for contractors prepared Initial project linking to Active Travel at Dykehead Road. Active Travel to be integrated to all future design approaches Ongoing New Supply GREEN Active Travel to be integrated to all future design approaches. Page 63 of 293
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PRIORITY 4: WE IMPROVE OUR SYSTEMS AND OUR USE OF DATA STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2020/2021 UPDATE 2021/2022 TIMESCALE LEAD TEAM RAG STATUS PROGRESS UPDATE CHALLENGES KEY ACTION 4.1 Deliver Digital NL programme to transform customer engagement Achieve efficiencies and improve service through automation and digitisation Achieve efficiencies and improve service through automation and digitisation Complete ‘Digital Sprints’ Digital NL programme started within Housing Solutions and Housing Property and Projects Various project continued under Digital NL (HSMS replacement, Field Services development , Housing Services sprints and Investment discovery work) 2021-23 Business Development and Support AMBER Digital work ongoing to deliver rents online CHR online and report ASB online. Additional work done with Investment where efficiencies have been identified if technology was introduced through the use of dynamics forms online dairies etc. and tablet devices. Scope of works potentially underestimated. Limited Resources or same resource required over a number of workstreams. Migrate performance reporting on to new platform Review processes and procedures and integrate with Business Intelligence Hub and PowerBI N/A BI HUB Steering Group commenced to develop use of Power BI Platform. First reporting developed for Repairs information. Continued development of Repairs reporting and commenced development of Housing Solutions reporting via work with Agilisys/BI HUB. 2022 Business Development and Support GREEN Data capture complete for Allocations & ongoing for Homelessness. Allocations Dashboards being built and Homeless dashboards being developed. Full Repairs reporting still to be completed. Getting data matched for Repairs reporting. Data pipelining for Housing Solutions projects due to different systems in use. Could not transfer directly for Housing Allocations from CHR to BI HUB. Pace of work for HS required dedicated resource. Page 64 of 293
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PRIORITY 4: WE IMPROVE OUR SYSTEMS AND OUR USE OF DATA STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2020/2021 UPDATE 2021/2022 TIMESCALE LEAD TEAM RAG STATUS PROGRESS UPDATE CHALLENGES KEY ACTION 4.2 Improve systems and processes to enable integrated asset management approach Develop new IT system which integrates asset and housing management System developed and in use N/A Work started to gather requirements Work continued to develop specification 2024 Business Development and Support GREEN Specification complete, final parts of the procurement process being completed. Procurement paused. Replacement housing management system procurement paused at present to ensure alignment with other related projects around review of asset management systems. Potential Impact on service requirements by non- inclusion of asset management as part of an integrated housing management system will be considered as part of discovery process. Implement support data repository for asset information and surveying programmes Repository developed and implemented N/A Interim solution for data repository implemented 2021 Business Development and Support/ Investment GREEN Complete. Confirm implemented as interim solution on 1 April 2022. See above in terms of establishing long term solution requirements. Page 65 of 293
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PRIORITY 4: WE IMPROVE OUR SYSTEMS AND OUR USE OF DATA STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2020/2021 UPDATE 2021/2022 TIMESCALE LEAD TEAM RAG STATUS PROGRESS UPDATE CHALLENGES Review performance management framework to ensure reporting, audits etc. is effective and aligns with HAMP priorities Review complete and recommenda tions implemented N/A Audit Plans in place to review Processes in a planned way ensuring all legislative duties complied with and meeting HAMP priorities Review of strategic improvement processes for both Housing Solutions and Housing Property/Proj ects to ensure improvement groups focus on strategic/HA MP priorities. 2021 Business Development and Support GREEN Complete. New improvement frameworks introduced which include Senior Management Strategic overview to review & determine priorities utilising performance information and recommending areas for audit. Audit Plans for both Housing Solutions and Housing Property and Projects in place and reviewed regularly to align to areas of priority and risk. Some resource issues meant some audits were delayed, however remapping ongoing in line with areas of risk and priority. KEY ACTION 4.3 Make better use of data to drive investment decisions Carry out research to better identify future demand, making use of available demographic, economic and housing market data Research programme developed and completed N/A Pressure analysis undertaken annually and research requirements identified via LHS key actions 2023 Business Development and Support GREEN Work has started on research surveys and demand analysis. Implement 'RAG' modelling to identify and develop solutions to 'cause for concern' stock RAG model implemented and reviewed for effectiveness N/A RAG database developed Ongoing Business Development and Support GREEN Testing of RAG model during 2022. Page 66 of 293
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PRIORITY 4: WE IMPROVE OUR SYSTEMS AND OUR USE OF DATA STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2020/2021 UPDATE 2021/2022 TIMESCALE LEAD TEAM RAG STATUS PROGRESS UPDATE CHALLENGES Improve our understanding of tenants’ aspirations for their homes Carry out research to identify tenants’ priorities for investment N/A Work underway – on track 2022 Business Development and Support GREEN Work has started on survey questionnaire. KEY ACTION 4.4 Support development of the Enterprise Strategic Commercial Partnership Identify technology requirements for all asset management related activities Contribute to Technology workstream for ESCP tender N/A Work ongoing with Investment and Repairs teams to develop specification as part of Technology workstream Complete 2021 Business Development and Support GREEN Complete. Requirements fed into contract specification. Identify requirements for asset-based activities including investment, new supply and repairs and maintenance Contribute to all relevant workstreams for ESCP tender N/A On track – see progress update 2021 Investment/ New Supply/ Repairs and Maintenance GREEN 80% of all asset information has now been uploaded to Confirm to improve asset reporting and decision making in relation to investment. Page 67 of 293
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref BL/MH/IP Date 31/08/22 Veterans Scotland – Housing Maintenance arrangements From Brian Lafferty, Head of Business (Housing Property and Projects) E-mail HendryM@northlan.gov.uk Telephone Michelle Hendry, 07960974797 1. Background 1.1 Committee approved in May 2018, to formalise the long-standing agreement between North Lanarkshire Council and the Veterans Scotland (previously Scottish Veterans Garden City Association – ‘SVGCA’) charity, to maintain and repair all Veterans properties within the North Lanarkshire area. The scope of works issued was generally emergency repairs as well as statutory and legislative maintenance requirements. 1.2 A Service Level Agreement (SLA) was also implemented at this time, ensuring clarity and transparency for both parties. This SLA stipulated periodic review of the current arrangement to confirm the process remained effective and satisfactory. Executive Summary The purpose of this report is to provide an update on the housing repairs and maintenance agreement between North Lanarkshire Council and the Veterans Scotland charity. Recommendations It is recommended that the Housing Committee: (1) Note the contents of this report. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (1) Ensure a housing mix that supports social inclusion and economic growth AGENDA ITEM 5 Page 69 of 293
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1.3 The total value for works issued against the 26 properties within North Lanarkshire, owned by the Scottish Veterans, has not exceeded £10,000.00 per annum. These costs have all been fully recovered from the landlord, in line with the details contained within the SLA. 2. Report 2.1 Veterans Housing Scotland is a registered charity which aims to provide appropriate accommodation to ex Service, Police, Fire and Merchant Marine personnel. With a presence throughout a number of locations within Scotland, there are currently 26 such properties within North Lanarkshire. 2.2 North Lanarkshire Council, through the Head of Housing Property & Projects, have maintained these 26 properties, providing a comprehensive repairs service similar to that offered to all council house tenants within the authority. All emergency, minor routine and legislative works have been instructed by NLC, with only major or Capital works not covered by the arrangement. 2.3 On the 11 April 2022, Veterans Scotland contacted the Service, to notify their intention not to extend the current arrangement beyond the expiry date of January 2024. They also enquired if North Lanarkshire would be agreeable to an earlier termination date, as they were wanted to implement new maintenance arrangements in line with that in place throughout their property portfolio. 2.4 Following detailed discussions with NLC Legal Services, it was agreed that the contractual agreement would be terminated on the 3 May 2022. This was agreeable to both parties and steps were taken to ensure a smooth and seamless transition. 2.5 Actual maintenance costs for 2022/23 were calculated, with a final invoice issued by NLC. This has been fully settled in line with the SLA. 2.6 All 26 properties have now been deleted from the Councils Repairs and Maintenance system, HSMS. This will ensure no further works can be issued against these properties. Full maintenance history remains available, however, and can be provided to any future contractors if required. 3. Measures of success 3.1 A seamless transition, ensuring no disruption to Veterans Scotland tenants was a priority. Also, maintaining a cordial and professional relationship with the Scottish Veterans, an organisation we have worked with over a number of years, was desirable. Page 70 of 293
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4. Supporting documentation 4.1 No appendices. Brian Lafferty Head of Business (Housing Property and Projects) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ Page 71 of 293
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If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Page 72 of 293
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref SL/MK Date 31/08/22 Rapid Rehousing Transition Plan Annual Progress and Future Activity From Stephen Llewellyn, Head of Housing Solutions E-mail llewellyns@northlan.gov.uk Telephone 01698 274192 Executive Summary North Lanarkshire’s Rapid Re-Housing Transition Plan (RRTP) was submitted to Scottish Government on 19 December 2018 in line with the recommendations outlined within the report which Committee approved on 14 November 2018. Rapid Re-Housing is about taking a housing led approach for re-housing people that have experienced homelessness by ensuring settled housing as an option as soon as possible rather than lengthy stays in temporary accommodation. Transitioning to rapid re-housing is an opportunity for the council and its partners to redress the balance of housing and support options availability and accessibility. The five-year plan submitted sets out how North Lanarkshire Council and its partners will move forward from our current position to deliver a future vision. The Rapid Re-housing Plan forms part of the Council’s Strategic Policy Framework (last approved at Policy and Strategy Committee in March 2022) and as such an annual update is provided to committee. This report provides an overview of the progress achieved over the past year, which constitutes year 3 of the RRTP, for which £484,000 of Scottish Government funding from the Ending Homelessness Together Fund was received to progress RRTP objectives. It also provides an overview of activities planned to meet the RRTP objectives in year 4 (as attached in the Appendix), for which £443,000 of Scottish Government funding has been received to progress the RRTP priorities and seeks approval to progress these activities as outlined. Recommendations It is recommended that the Housing Committee: 1. Note the progress made in year 3 of the RRTP and the activity planned in year 4 to achieve the RRTP key objectives. 2. Approve progression of RRTP activities outlined (as attached in the Appendix) to effectively prevent and address homelessness in North Lanarkshire. AGENDA ITEM 6 Page 75 of 293
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1. Background 1.1 The RRTP is a planning framework for local authorities and their partners to a transition to a rapid re-housing approach. Their core purpose is to plan how to redress the current balance of housing options for homeless households and realign these to the preferred housing-led approach. 1.2 The RRTP sits within a wider strategic planning framework, closely aligned to the Local Housing Strategy (LHS) (2021-2026), the Health and Social Care Strategic Plan and Strategic Commissioning Plan (SCP) (2020-2023), Strategic Housing Investment Plan (SHIP) (2022/23 – 2026/27), Locality Outcome Improvement Plans (LOIPs) as well as the overarching Plan for North Lanarkshire, which sets out our shared priorities and vision for a North Lanarkshire in which inequalities are reduced, through increased shared opportunities and improved health and wellbeing. 1.3 The RRTP sets out how North Lanarkshire Council and its partners plan to deliver the future vision. It sets out the changes required in temporary accommodation supply, housing supply and multi-agency support to enable settled sustainable housing options for homeless households as quickly as possible. 1.4 Part of this plan sets out the delivery of the Homes First project, which aims to provide a home first, along with wrap around intensive support from a range of partners, to help support some of the most vulnerable homeless clients into sustainable living arrangements and improve their health and wellbeing. 1.5 £484,000 of funding from the Scottish Government’s Ending Homelessness Together Fund was received to deliver the RRTP objectives and priorities in 2021/22, year 3 of RRTP and £443,000 has been received for the current 2022/23-year period to progress RRTP activities in North Lanarkshire. 2. Report Progress achieved 2.1 Despite the impact of Covid-19 in year 1 and 2 of the RRTP, significant progress has been made in the delivery of key RRTP objectives over the past three-year period. The most significant being the creation and establishment of a Homes First Team, providing intensive support for people affected by homelessness with complex needs, and the implementation of several changes in approach and systems to deliver the broad RRTP objectives and priorities. 2.2 This has included an increased focus on implementing a range of preventive measures and early intervention approaches to reduce homelessness and the adverse impact associated with becoming homeless. Approaches to ensure the minimum time spent in temporary accommodation, with fewest transitions as possible, access to The Plan for North Lanarkshire Priority All priorities Ambition statement (24) Review and design services around people, communities, and shared resources Page 76 of 293
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settled accommodation as quickly as possible, and to timely appropriate support continue to be implemented in partnership with a range of partners, including but not limited to, Registered Social Landlords, Health and Social Care, other council services, Third and Independent Sector Partners. 2.3 The Homes First Team is now well established, with 2022/23 being the first full year of delivery. The team consisting of a partnership of key individuals who have committed to work jointly to deliver the Homes First project as part of the wider RRTP. 2.4 Progress achieved over the past year, has included wrap-around intensive support for 25 Homes First clients and 20 Pathfinder clients. Pathfinder clients are people for whom the Homes First project may be appropriate for in meeting their current or future needs. Through this approach, there is a continuous route for identification of potential Homes First clients to help ensure swift access to support and accommodation when it is needed via the Homes First team. Rapid resettlement into permanent accommodation for 26 clients (25 Homes First and 1 Pathfinder client) with complex support needs was achieved over the period, with 100% tenancy sustainment rate. 2.5 The development of eligibility criteria; joint assessment; operational processes; IT solutions and various additional supports to improve tenancy sustainment and prevent/reduce homelessness have further embedded over the past year, building on the positive work carried in the previous years. 2.6 Other key areas of success and activity over the past year have included: • The development and implementation of a revised Care Experienced Young People’s (CEYP) Protocol and Pathway Plan. • The establishment of Youth Housing Champions across locality housing teams to increase awareness of housing and life challenges experienced by CEYP and to improve service responses in meeting the housing and support needs of young people, reducing and preventing youth homelessness. • The development of a Housing Self-Directed Support Fund, to enable access to a broad range of supports and services, which enable greater choice and control for clients, to improve tenancy sustainment. • The delivery of the Family Plus; Creative Faces and Youth Life Coach projects funded by North Lanarkshire’s Alcohol and Drug Partnership (ADP) and delivered in partnership with Barnardo’s, supporting families, children and young people affected by substance use, trauma, and at risk of/facing housing insecurity. • The provision of bespoke interim housing options for CEYP in partnership with Health and Social Care, providing accommodation for young people in housing crisis through reception flats and a training flat to improve confidence and provide a platform for developing independent living skills to increase tenancy sustainability. • Implementation of SAY Women tenancy sustainment service for young women who have experienced sexual abuse. • Involvement in the national IHub ADP and Homelessness Programme to identify barriers in pathways in accessing services and identification of solutions to improve services, partnership approaches and outcomes. • Completion of case audits to identify good practice and areas of improvement. • System changes to incorporate Sustainable Housing on Release for Everyone (SHORE) standards to improve outcomes for people leaving prison. Page 77 of 293
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Future Actions 2.7 Although positive impact achieved through the delivery of RRTP is evident, there remain several areas of development yet to be progressed throughout year 4 and 5 of the plan. This includes implementation of some ‘tests of change’ to trial new approaches to meeting needs, addressing gaps in provision, and developing ‘whole systems approaches’ which incorporate a ‘no wrong door’ ethos, in which homelessness is addressed through recognition and action to address underlying causes of homelessness. These can often be health and social care needs, for example, mental health and addiction issues, financial hardship and poverty, employability issues, and inequality more generally. 2.8 In partnership with Blue Triangle Housing Association, funding has been secured from the Corra Foundation to deliver an innovative ‘Tenant Guarantor’ test of change, which will deliver intensive housing support for people with very complex needs, complimenting the existing Homes First service and funding has been secured for a further year from North Lanarkshire’s ADP for Barnardo’s to deliver the three RRTP projects: Family Plus, Creative Faces and Youth Life Coach. Options are also being explored into the delivery of an ‘Out of Hours’ Crisis Response Service, which will see the implementation of further assertive outreach services at key times of heightened vulnerability for people with complex needs. 2.9 The creation a new dedicated Prevention Officer post is planned, which will improve access to mediation services, provide enhanced information and support for people leaving prisons, to provide earlier interventions and improve housing and wider outcomes. 2.10 The success of the furniture fund, enabling access to increased funds to personalise a home and create a stronger sense of home and belonging, safety and security is acknowledged and as such this is being extended beyond Homes First clients to people who experience or are at risk of homelessness. Other activity planned over the 2022/23 period includes a technology fund, to increase digital inclusion, development of a peer support project and further extension of trauma-informed practice and approaches. This represents some of the activity planned over the course of 2022/23. Further detail of all activity planned is outlined in the attached Appendix. 3. Measures of success 3.1 Delivery of actions set out in the RRTP Action Plan (as attached in the Appendix). 3.2 Reduced homelessness, improved tenancy sustainment and wider life outcomes for people affected by homelessness and reduced health and social inequality. 4. Supporting documentation Appendix – Rapid Re-Housing Transition Plan Action Plan 2022-2024 Stephen Llewellyn Head of Housing Solutions Page 78 of 293
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☒ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? Page 79 of 293
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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 technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g., Corporate or Service or Project Risk Registers), and how they are managed? Risk is identified in relation to failure to deliver/progress the RRTP actions and priorities as outlined. This risk is assessed and recorded on the Service Risk Register under the Local Housing Strategy (2021-2026) and managed accordingly. Page 80 of 293
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Appendix – Rapid Re-Housing Transition Plan Action plan 2022-2024 Rapid Rehousing Transition Plan - Action Plan 2022-2024 Action Baseline 2022 Milestones Timescale Lead Objective 1: Proactively prevent homelessness by extending housing options model across all partners who are supporting those facing housing crisis KEY ACTION 1.1 Roll out Housing Options Training Toolkit across Multi- Agency Partnership Housing Options Toolkit developed and launched Continue to roll out Housing Options Toolkit widely to embed improved, consistent approaches to housing options advice and information 2024 NLC (Business Development and Support) Continue to participate in the ongoing development and learning impact assessment of the Housing Options Toolkit via the Housing Options Steering Group and Learning Impact Assessment Group 2024 NLC (Business Development and Support) KEY ACTION 1.2 Optimisation of rehousing process through Common Housing Register, common Allocation Policies and common matching process teams 34.5% lets to Homeless list (2021/22) – additional lets also made via general list to applicants with confirmed loss of accommodation Continue to review NLC % lets to homeless households and to general list for applicants with ‘confirmed loss of accommodation’ to ensure delivery of RRTP objectives 2023 NLC (Business Development and Support/Housing Operations) 12.38% lets (2021/22) Work with RSL partners to review and to increase % lets to homeless households 2023 NLC (Business Development and Support/Housing Operations) RSL Partners Page 81 of 293
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Rapid Rehousing Transition Plan - Action Plan 2022-2024 Action Baseline 2022 Milestones Timescale Lead KEY ACTION 1.3 Develop and implement robust protocols between partners for homeless households accessing services to improve engagement and take up of services Revised Care Experienced Young People’s Protocol developed, launch and awareness raising planned Implement revised Care Experience Young People’s Protocol and Pathway in partnership with H&SC 2023 NLC (Business Development and Support/Housing Operations) H&SC Reception flats and training flat established Continue to deliver bespoke housing and support solutions for Care Experienced Young People facing housing crisis and to help equip young people with the skills and confidence for managing a tenancy through delivery of: • The Reception Flats • Training Flat 2023 Barnardo’s H&SC NLC (Housing Operations) - Consider alternative process to taking a homeless application for Care Experienced Young People using Reception Flats 2022 NLC (Business Development and Support/Housing Operations) Guidance exists but refresh required Develop joint procedural guidance in partnership with H&SC on supporting people with ‘No Recourse to Public Funds’ to ensure consistent and improved approaches 2022 NLC (Business Development and Support) H&SC ‘Test of change’ pilots being explored around ‘whole systems approach’ Continue to work with the ADP, H&SC and other partners to assess need, identify gaps and develop services to meet needs 2024 NLC (Business Development and Support/Housing Operations) H&SC Wider Partners Page 82 of 293
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Rapid Rehousing Transition Plan - Action Plan 2022-2024 Action Baseline 2022 Milestones Timescale Lead Housing representation across all community care planning structures in place Continue to participate in the Strategic Planning Group, Health and Social Care Partnership Boards, ADP Board and other community care planning structures to identify opportunities to improve access to services, engagement, identify gaps and better meet needs 2024 NLC (Business Development and Support/Housing Operations) H&SC ADP Third and Independent Sector Partners KEY ACTION 1.4 Continue to develop preventative approach to homelessness Homelessness Prevention Duties Consultation closed at the end of March 2022 – awaiting publication of new duties Review prevention and early intervention activities in line with the enactment of the new future Homelessness Prevention Duties 2024 NLC (Business Development and Support/Housing Operations) Wider Partners Case file audits and support review carried out, providing some insights into prevention and early intervention activities Carry out an evaluation of prevention and early intervention activities taking place currently in advance of the new duties to improve tenancy sustainment and reduce homelessness 2023/24 NLC (Business Development and Support/Housing Operations) Wider Partners RSLs are key partners in the RRTP Steering Group Work in partnership with RSLs to identify resources to develop homelessness prevention and reduce incidence of housing crisis 2024 NLC (Housing Operations) RSL Partners Health and Homeless Plan developed and implemented Implement Health and Homelessness Action Plan 2024 H&SC All Partners Page 83 of 293
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Rapid Rehousing Transition Plan - Action Plan 2022-2024 Action Baseline 2022 Milestones Timescale Lead • ‘Accessing Opportunities’ pilot complete identifying barriers and opportunities • Employability colleagues represented in RRTP planning structures to identify opportunities and overcome barriers Continue to develop employability services for those most disadvantaged households affected by homelessness 2024 NLC (Housing Operations) Employability Services - Create and implement a new dedicated post on prevention to work in tandem with the Housing First Team and wider housing locality teams, H&SC and wider partners 2023 NLC (Housing Operations) Furniture fund which funds additional items beyond SWF items in place for Housing First clients currently Extend access to the existing ‘Furniture Fund’ beyond Housing First clients to enable wider positive outcomes for people who are homeless/at risk of homelessness 2023 NLC (Housing Operations) Page 84 of 293
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Rapid Rehousing Transition Plan - Action Plan 2022-2024 Action Baseline 2022 Milestones Timescale Lead I HUB groups and workstreams at an advanced stage with membership from NL Housing and ADP Continue to be involved in the I Hub ADP and Homelessness Programme to identify barriers and opportunities to improve pathways and access to services 2023 NLC (Business Development and Support/Housing Operations) H&SC KEY ACTION 1.5 Improve our understanding of the needs and requirements of LGBTQ+ service users Some research carried out as part of the Local Housing Strategy development to identify needs and requirements of LGBTQ+ people Carry out consultation with LGBTQ+ households to gain a better understanding of needs and requirements 2024 NLC (Business Development and Support) H&SC E- learning LGBTQ+ module created Multi-agency workforce development and training 2024 All Partners CHR data collection being considered as part of new requirements of equality characteristics collation Consider opportunities to enhance data collection and monitoring to enable improved services 2024 NLC (Business Development and Support) KEY ACTION 1.6 Improve policy, training and services in relation to domestic abuse to improve outcomes and reduce homelessness Policy development underway Develop and implement a Housing Domestic Abuse Policy in partnership with specialist organisations in North Lanarkshire and people with lived experience 2023 NLC (Business Development and Support) VAW specialist organisations VAW Strategic and Operational Partnership Page 85 of 293
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Rapid Rehousing Transition Plan - Action Plan 2022-2024 Action Baseline 2022 Milestones Timescale Lead Funding from Equally Safe Fund secured to extend Safe and Together training to housing staff and other key council services Extend and deliver Safe and Together training to housing staff 2023 NLC (Business Development and Support) VAW Strategic and Operational Partnership Housing representation on both strategic and operational groups as well as MARAC and MATAC structures Participate in the Violence Against Women Strategic Partnership and Operational Partnership to improve policy, procedures, training and services for people affected by domestic abuse 2023 NLC (Business Development and Support) VAW Strategic and Operational Partnership Participation agreed Participate in the national ‘REVIVE’ project to improve housing outcomes and prevent homelessness 20223 NLC (Housing Operations) REVIVE Scotland Project recently commenced Implement and deliver SAY women tenancy sustainment service for young women who have experienced sexual abuse 2023 NLC (Business Development and Support/Housing Operations) SAY Women KEY ACTION 1.7 Continue to improve digital services to Digital NL workstreams underway Consider how Digital NL can assist us to improve services for people affected by or at risk of homelessness 2024 NLC (Business Development and Support) Page 86 of 293
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Rapid Rehousing Transition Plan - Action Plan 2022-2024 Action Baseline 2022 Milestones Timescale Lead improve digital inclusion amongst people who are homeless/at risk of homelessness - Consider, develop and implement IT requirements to identify and track Housing First households 2024 NLC (Business Development and Support/Housing Operations) - Introduce dashboard of information via Power BI 2024 NLC (Business Development and Support) - Establish and implement a ‘Technology Fund’ to improve access to a suite of technology for Homes First clients and people who experience homelessness 2023 NLC (Housing Operations) KEY ACTION 1.8 Implement further measures to ensure a proactive approach to prison releases in line with SHORE standards PAS modifications commenced Establish PAS recording for all short-term prisoners to enable SHORE standards to me monitored 2024 NLC (Business Development and Support) Some work undertaken currently, although scope exists to improve Establish housing links to courts at point of remand 2024 NLC (Housing Public Protection Team) H&SC Page 87 of 293
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Rapid Rehousing Transition Plan - Action Plan 2022-2024 Action Baseline 2022 Milestones Timescale Lead KEY ACTION 1.9 Implement audit processes on Housing Options Interviews to ensure consistent, high- quality information and advice - Establish regular audit process on quality which includes a focus on protocol/priority points for domestic abuse, Care Experienced Young People, and other priority groups/complex needs 2023 NLC (Business Development and Support/Housing Operations) KEY ACTION 1.10 Improve approach to tenancy sustainment - Develop and implement tenancy sustainment policy 2022 NLC (Business Development and Support) KEY ACTION 1.11 Ensure wider links and activity to early prevention and intervention in health and broader settings GP link workers in place Review Health and Homelessness Referral process and housing locality links to GP link workers 2022 NLC (Housing Operations) H&SC Referral pathways implemented Review Education Services links and referral pathways implemented to ensure effectiveness 2022 NLC (Housing Operations) Education - Introduce routine enquiry on current housing status to identify those at risk of homelessness and establish pathways between housing and health. To initially focus on key areas: • Midwifery • Health visiting • ED and psychiatric liaison • Mental health and addiction services 2024 H&SC NLC (Housing Operations) Page 88 of 293
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Rapid Rehousing Transition Plan - Action Plan 2022-2024 Action Baseline 2022 Milestones Timescale Lead KEY ACTION 1.12 Improve quality, consistency and access to information, advice and signposting in relation to prevention across services and partner organisations - Carry out review of information, advice and signposting available on websites, in offices, in other formats, in relation to prevention 2023 NLC (Housing Operations) Wider Partners Implement any recommendations arising from the review to improve quality, consistency and access to information, advice and signposting 2023 NLC (Housing Operations) Objective 2: Enable service users with no/low support needs to access settled housing quickly KEY ACTION 2.1 Improve access to the Private Rented Sector for homeless people, people at risk of homelessness and reduce homelessness from the Private Rented Sector - Develop and implement a Private Rented Sector Access Scheme 2023 NLC (Business Development and Support) Rent Deposit Guarantee Scheme in place but under- utilised with scope to re-design to improve uptake Review the Rent Deposit Guarantee Scheme and make recommendations to improve access/re- design 2023 NLC (Business Support and Development) Panel re-established with operational housing representation Enhance partnership working with the Private Rented Sector Panel for landlord registration, Below Tolerable Standard Issues and evictions 2023 NLC (Housing Operations) Landlord Registration Private Sector Housing Team Page 89 of 293
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Rapid Rehousing Transition Plan - Action Plan 2022-2024 Action Baseline 2022 Milestones Timescale Lead Date arranged for Sept 2022 for 1st Forum Improve engagement with private landlords to increase awareness of responsibilities and rights, to improve quality, reduce homelessness and improve access to the sector via establishing a Private Landlord Forum 2022 NLC (Business Development and Support) Development of resources and e- learning module underway Develop and deliver Private Rented Sector training and resources for frontline housing staff to improve knowledge and skills in delivery of wider housing options advice 2022 NLC (Business Development and Support) KEY ACTION 2.2 Conversion of temporary furnished flats to settled homes/Scottish Secure tenancies Procedure of flipping temporary accommodation developed and implemented Continue to where possible flip temporary accommodation to settled mainstream accommodation where this is suitable and continue to audit to inform efficacy ongoing NLC (Housing Operations/Business Development and Support) KEY ACTION 2.3 Increase housing supply for homeless households or people at risk of homelessness 75 homes purchased over the 2021/22 Increase Buy Back and Empty Home Purchase Scheme initiatives to increase supply for homeless households ongoing NLC (New Supply Team) 389 affordable homes delivered in 2021/22 Deliver 300 new social rented homes per annum through Affordable Housing Supply Programme (SHIP) – housing supply target to be reviewed following completion of HNDA3 ongoing NLC (New Supply Team) Page 90 of 293
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Rapid Rehousing Transition Plan - Action Plan 2022-2024 Action Baseline 2022 Milestones Timescale Lead Pilot commenced Pilot of providing two offers of housing concurrently 2022 NLC (Housing Operations) KEY ACTION 2.4 Implement North Lanarkshire Council Local Housing Strategy (2021- 2026) Strategic Housing Priority 3: We prevent and resolve homelessness effectively Local Housing Strategy published and implementation underway over the 2021-2026 five-year period Appropriate action taken to progress Amber and Red Actions identified through LHS Review process 2026 NLC (Business Development and Support) Objective 3: Develop interim housing options which enable housing sustainment and independent living KEY ACTION 3.1 Minimise time homeless households spend in temporary accommodation 158 days (23 weeks) average case duration 2021/22 period Reduce homeless case duration ongoing NLC (Housing Operations) - Develop PIE Design Guide in partnership with Third Sector Providers 2023 NLC (Housing Operations) Refurbishment of Bank Street underway Complete remodelling/reconfiguration of residential accommodation at Bank Street 2024 NLC (New Supply Team) Page 91 of 293
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Rapid Rehousing Transition Plan - Action Plan 2022-2024 Action Baseline 2022 Milestones Timescale Lead Refurbishment plans approved Complete refurbishment of Black Street 2023 NLC (Business Support and Development/Housing Operations) Third Sector Provider 658 units (comprising dispersed, specified and supported places) Continue provision of residential accommodation through supported and specified units where required ongoing NLC (Housing Operations) Objective 4: Extend Housing First model enabling the most complex and disadvantaged service users to quickly access and successfully sustain settled accommodation KEY ACTION 4.1 Deliver and continue to develop the Housing First Support Service for those with most complex needs Housing First Team established Continue to deliver Housing First Support via the Housing First Team to 25 Housing First clients and 20 pathfinder clients per annum and explore potential to extend/scale up. ongoing NLC (Housing Operations) - Review and redesign the Housing First Support Service Contract in tandem with the existing Housing Support commissioned contracts, internal housing support and health and social care support to deliver a sustainable, longer-term service that meets the broad range of needs and delivers on the RRTP objectives 2024 NLC (Housing Operations/Business Development and Support) Housing Self-Directed Support Fund established Increase access/uptake of the Housing Self Directed Support Fund for Homes First clients 2023 NLC (Housing Operations) Page 92 of 293
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Rapid Rehousing Transition Plan - Action Plan 2022-2024 Action Baseline 2022 Milestones Timescale Lead Potential model options explored Explore piloting an ‘Out of Hours’ Crisis Response Service to prevent and mitigate housing crisis, improve access to assertive outreach and prevent tenancy failure 2023 NLC (Housing Operations/Business Development and Support) KEY ACTION 4.2 Consider how Addictions Services can be redesigned to meet the needs of homeless households with most complex needs Housing represented on the ADP and senior social worker post integrated within the Housing First Team to improve pathways Contribute to the ADP Board and explore opportunities to improve access and referral pathways to addiction services for homeless households and those at risk of homelessness ongoing Housing First Team/NLC (Business Development and Support) Projects funded for a further year until 2023 by the ADP Deliver ADP funded RRTP projects in partnership with Barnardo’s: • Family Plus (families and children impacted by substance use and trauma) • Youth Life Coach (care experienced young people at risk of substance use) • Creative Faces (care experienced young people at risk of substance use) 2023 NLC (Housing Operations) KEY ACTION 4.3 Consider how Mental Health Services can be redesigned to meet the needs of homeless households with most complex needs Mental Health Strategy for Lanarkshire implemented and senior social worker post integrated within the Housing First Team to improve pathways Review and refresh pathway between Housing, Homelessness Service and Mental Health Services 2023 Housing First Team Page 93 of 293
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Rapid Rehousing Transition Plan - Action Plan 2022-2024 Action Baseline 2022 Milestones Timescale Lead KEY ACTION 4.4 Develop Housing Contribution Statement (HCS) as part of the new Strategic Commissioning Plan (SCP) for 2023- 2026 Existing HCS in place for current SCP (2020-2023) Ensure HCS and SCP alignment and commitment to RRTP objectives 2023 NLC (Business Development and Support) KEY ACTION 4.5 Review exclusion processes and strategies for engaging with clients with complex needs Guidance/procedures in the process of being developed Develop and implement clear guidance and supports for supported accommodation staff and partner providers to reduce exclusions and identify alternative options to improve outcomes for those with complex needs 2022 NLC (Business Development and Support) KEY ACTION 4.6 Explore development of new supports and services to meet the needs of people with complex needs for whom Housing First may not be suitable Funding secured by Blue Triangle Housing Association to deliver ‘test of change’ Tenant Guarantor Model Develop and implement Tenant Guarantor Model 2023 Blue Triangle Housing Association NLC (Housing operations/Business Development and Support) Page 94 of 293
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Rapid Rehousing Transition Plan - Action Plan 2022-2024 Action Baseline 2022 Milestones Timescale Lead KEY ACTION 4.7 Continue to explore the development of new supports for people with complex needs to compliment the existing supports and services available - Explore implementation of peer support across Housing First and wider services 2023 NLC (Housing Operations) KEY ACTION 4.8 Continue to implement trauma- informed practice, services and systems Post in process of recruitment Recruit trauma-informed coordinator as part of the council’s wider plans to improve trauma-informed approaches across services and partners 2022 H&SC Solihull training delivered to some housing staff and trauma-informed training e-learning developed Roll out trauma-informed training to all housing services staff with enhanced training for staff in roles with increased contact with clients with complex needs 2024 NLC (Housing operations/Business Development and Support/Housing Operations) - Carry out trauma-informed walk-throughs focussing on specific priority areas to identify steps required to ensure trauma-informed environments, services and informed 2024 NLC (Housing operations/Business Development and Support/Housing Operations) Page 95 of 293
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref SL/LS Date 31/08/22 Scottish Housing Regulator: 2021/22 Annual Assurance Statement From Stephen Llewellyn, Head of Housing Solutions E-mail llewellyns@northlan.gov.uk Telephone 01698 274192 1. Background 1.1 The SHR was empowered by the Housing Scotland Act 2010, and has since 1 April 2013 possessed statutory powers to monitor, assess, report, and intervene (as appropriate) based on the performance of any Social Landlords in Scotland. 1.2 Since April 2019, Social Landlords in Scotland have a statutory annual obligation to produce an Annual Assurance Statement relating to the previous financial year by 31 October each year. North Lanarkshire Council has adopted a process whereby the statement requires to be presented to Committee and is signed by the Convener of Housing prior to submission to the Regulator. These statements are published for every landlord, as well as each landlord making them readily available to all their tenants. 1.3 From the information submitted on our Annual Return on the Charter (ARC (Annual Return on the Charter)), the SHR publishes a landlord’s report including data from all local authorities to committee in a separate report. Executive Summary The purpose of this report is to seek committee approval on the sign off relating to the third Annual Assurance Statement as detailed at appendix 1, prescribed by the Scottish Housing Regulator (SHR). Recommendations It is recommended that committee: (i) Note and approve the contents of the report and ratify the signing of the Annual Assurance Statement by the Convener of Housing. The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition statement (1) Ensure a housing mix that supports social inclusion and economic growth AGENDA ITEM 7 Page 97 of 293
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2. Report 2.1 The service requires to comply with the regulatory requirements set out in Chapters 3 and 5 of the Scottish Housing Regulator Framework (appendix 2). To ensure that compliance is met the service has appropriate and effective mechanisms in place to support the signing of this year’s Annual Assurance Statement. These processes and actions continue to be maintained, monitored, reviewed, and updated if required on a regular and ongoing basis. 2.2 Within Business Development and Support, the team manage and monitor a comprehensive portfolio where it is deemed there are adequate and effective controls checks and review mechanisms in place. In addition, an evidence base is held including items such as minutes of internal and external meetings held, base and formulated performance data, including full worked examples of performance measures, full procedural guides, and process maps, completed audit reports and copies of reports submitted to this and other council committees. 2.3 Examples of some of the key measures in place are detailed below: • Submission of the ARC by 31 May each year to the Scottish Housing Regulator • Annual ARC action plan including senior management review meetings • Review, action, and response to any issued SHR risk assessments • Production of an Annual Performance Report based on the ARC return in conjunction with the Tenants Federation • Statutory and non-statutory benchmarking exercises • Monthly performance monitoring including review and scrutiny by the Head of Housing Solutions and senior management to review all key performance indicators • Internal target setting and monitoring of performance outcomes • Complaints monitoring and handling system • Regular improvement group meetings for individual areas of business • Four weekly financial monitoring and budgetary control reporting of capital and revenue expenditure aligning with the council’s financial regulations • Adherence with the council’s contract standing orders • Service led audit reviews and inspections • Care inspectorate reviews and reporting • Management of public protection matters through the MAPPA (Multi Agency Public Protection Arrangements) process • Detailed procedural guides and process mapping within all parts of the service • Formalised committee reporting cycles and submission of relevant reports • Reporting on the Plan for North Lanarkshire • Whistleblowing arrangements / policy • Equality and Human Rights • Audit Scotland 2019 Best Value Audit report outcomes. • Production of our Strategic Housing Investment Plan (SHIP) 2019/20 – 2022/23 • Production and monitoring of the Housing Asset Management Plan • Production and monitoring of the Local Housing Strategy • The Plan for North Lanarkshire / strategic frameworks • Regular contractor review meetings • Update and review of new / all items in service and corporate risk registers • Data Protection/GDPR reporting and monitoring framework in place • Tenant participation strategy, including tenant scrutiny and performance review • Internal and external audit reviews Page 98 of 293
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2.4 The Scottish Housing Regulator has also intimated that legally we must: “notify them during the year of any material changes to the assurance in our Annual Assurance Statement” including any areas of non-compliance. There are no areas of non- compliance to report for 2021-2022. 3. Measures of success 3.1 Submission and maintenance on an annual basis of an approved Annual Assurance Statement within the required timescales will be classed as a measure of success. 4. Supporting documentation 4.1 Appendix 1 2022 Annual Assurance Statement Appendix 2 Chapters 3 and 5 of the SHR Framework Stephen Llewellyn Head of Housing Solutions Page 99 of 293
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ Page 100 of 293
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If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g., Corporate or Service or Project Risk Registers), and how they are managed? The completion of both the annual ARC and Annual Assurance Statement are statutory requirements and failure to submit on time is a risk and as such these are incorporated into the services overall risk register. Page 101 of 293
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Appendix 1 North Lanarkshire Council Annual Assurance Statement 2022 We can advise that: • we comply with all the regulatory requirements set out in section 3 of the Regulatory Framework • we achieve all the standards and outcomes in the Scottish Social Housing Charter for tenants, people who are homeless and others who use our services • we comply with our legal obligations relating to housing and homelessness, equality and human rights, and tenant and resident safety. Equalities We can provide assurance that we have a plan in place to allow us to implement an effective approach to collecting equalities data and are considering how we can adopt a human rights approach in our work. We have reviewed and noted the guidance in the Collecting equality information: National guidance for Scottish social landlords, issued in August 2021 and have agreed our approach with our corporate equalities group to ensure consistency across our Authority. We confirm that we have seen and considered sufficient evidence to give us this assurance. We approved our Annual Assurance Statement at the meeting of our Housing Committee on 31 August 2022 I sign this statement on behalf of the Committee. Convener of Housing Date: Page 102 of 293
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref SL/LS/TL Date 31/08/22 Tenant Participation Strategy – Annual Review From Stephen Llewellyn, Head of Housing Solutions E-mail llewellyns@northlan.gov.uk Telephone 01698 274192 1. Background 1.1 The current strategy for 2020-2025, “Involving Tenants, Improving Services” was developed and approved at committee in February 2020. 1.2 The strategy for 2020-2025 aims to maximise consultation and participation opportunities for tenants and other customers and provides the main source of information relating to tenant participation for tenants and customers. It also outlines the opportunities to participate in the monitoring and development of the housing service. Executive Summary The purpose of this report is to provide an update on the annual review for 2021/22 of the Tenant Participation Strategy 2020-2025 - “Involving Tenants, Improving Services”. The report highlights developments in this area of business and ongoing recovery plans as restrictions Covid-19 have now eased. An updated action plan for 2021 – 2022 is included for reference (appendix 1). Recommendations It is recommended that committee: (1) Note the impact on this area of business due to the pandemic over the period of the annual review (2021/22) (2) Note the achieved actions / milestones as set out within the action plan attached at appendix 1 (3) Note plans to reconnect with communities as restrictions have now eased The Plan for North Lanarkshire Priority Enhance participation, capacity, and empowerment across our communities Ambition statement (19) Improve engagement with communities and develop their capacity to help themselves AGENDA ITEM 8 Page 107 of 293
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1.3 The aim of the strategy is to continue to develop and improve how we communicate with our tenants and residents and to ensure we provide opportunities for participation and involvement that are accessible to all. The strategy was developed from the key messages gathered throughout the consultation and engagement process. To achieve this, a series of measurable objectives were developed (pre-Covid-19) to enable us to demonstrate our success to our tenants and residents throughout the lifetime of this strategy. 1.4 The objectives set out within the five-year strategy highlight the activities required to help achieve the overall aim and incorporate key messages provided by our tenants and residents throughout consultation. 2. Report 2.1 Since committee approval, there has been notable challenges faced in achieving the strategy objectives mainly due to ongoing Covid-19 restrictions. Tenant participation could not be delivered in its usual form, therefore, to achieve the objectives set out within the strategy, some of the milestones / activities have been adapted, as detailed within appendix 1. 2.2 Dialogue on how to progress engagement activities continues to take place with all parties, however there is an element of realisation that not all activities will be able to resume in their original formats with alternative methodologies being evaluated. As restrictions began to ease towards the end of 2021/22 the Tenant Participation team were hopeful that previous engagement methods could resume. Plans have also been put in place to re-establish scrutiny meetings from Q2 of 2022/23 and to assist with this a recruitment drive for scrutiny panel member’s is planned. 2.3 There has been a notable increased online presence in the form of virtual events, meetings, and targeted social media campaigns and the Tenant Participation team are working on ensuring a hybrid approach to engagement will be made available going forward with the aim to ensure as wide a reach as possible to tenants and residents. 2.4 The Tenant Participation team continues to act as a central point of contact between tenants and other NLC services which has been beneficial to all parties. The workflows of the Tenant Participation team are regularly reviewed to ensure that the priorities contained within the overall action plan continue to be prioritised and progressed. 2.5 Limitations relating to engagement continued for most of the year however during Q4 guidance indicated that restriction were to be lifted therefore the team began to cautiously reconnect with groups and begin to plan for the year ahead for. 2.6 Despite the challenges around restrictions and disruption to the business-as-usual activities described above, the Tenant Participation team, along with all other relevant stakeholders have continued to progress the strategy actions. Table 1 details progress on the RAG (Red, Amber, Green) status of the actions contained within the strategy action plan: which highlights a slight improvement since 2020/21. Page 108 of 293
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Table 1 Strategy Objective Total objectives in section Red (Not complete) Blue (Ongoing) Amber (On Track) Green (Complete) Objective 1: Contribute to delivering The Plan for North Lanarkshire by enhancing participation, capacity and empowerment across our communities 5 1 0 3 1 Objective 2: Continue to develop engagement opportunities for our tenants, residents and under- represented groups that will develop their capacity to help themselves at a North Lanarkshire and local level 3 0 0 1 2 Objective 3: Ensure effective use of tenant participation resources to involve tenants and residents in the decisions, and development of services and supports 5 2 0 0 3 Objective 4: Demonstrate continued commitment to customer satisfaction and feedback 4 0 1 0 3 TOTALS (number and %) 17 3 (18%) 0 (0%) 4 (23%) 10 (59%) 2020/21 TOTALS (number and %) 17 4 (23%) 2 (12%) 3 (18%) 8 (47%) ` 2.7 As is demonstrated, of the 17 total objectives, 10 (59%) are complete, 4 (23%) are on track, none of the actions are at “blue” status (ongoing) and 3 (18%) are not yet complete. Good progress has been made from the annual review last year as is shown by the 2020/21 totals in table 1. Notable Achievements 2.8 There are a number of notable achievements demonstrated throughout the period of this annual review (2021/22) which are noted in table 2: Table 2 The Tenant Participation team were shortlisted as a finalist and subsequently won an award at the Chartered Institute of Housing’s Scotland Housing Awards, for the category of “Best Frontline Housing Story of the year”, in recognition of the support offered to other areas of business during the initial lockdown stages. The Tenant Participation team supported North Lanarkshire Federation of Tenants and Residents to develop their new business plan which aligns with the current Tenant Participation Strategy. Tenants were consulted and supported to submit a response in relation to the Scottish Governments review of the Scottish Social Housing Charter. Page 109 of 293
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The North Lanarkshire Federation of Tenants and Residents were supported in a successful proposal bid to request a review of their annual grant. This is administrated by North Lanarkshire Council and has enabled them to explore the opportunity of moving premises to help support hybrid meetings, events, and training. This was approved at committee resulting in them being able to secure new and improved premises. Tenants who are digitally excluded have been supported by the Tenant Participation team to get online via Connecting Scotland Funding – 200 tenants benefited from receiving a device, internet access and digital training. The Tenant Participation team supported and facilitated: o 24 North Lanarkshire Federation of Tenants and Residents Executive Committee meetings o 21 food for thought, information, or consultation sessions o 14 business plan meetings o 4 tenant participation steering group meetings o 2 performance report meetings o 2 tenant satisfaction survey meetings o 3 ambition sub-group meetings o 1 waste management sub-group meeting 3. Measures of success 3.1 Implementation of the Tenant Participation Strategy 2020-2025 which contributes to deliver towards The Plan for North Lanarkshire and delivers the overall aim and objectives set out within this strategy. 3.2 Provision of accessible and meaningful participation and engagement opportunities that will ensure high levels of satisfaction with tenants’ opportunities to participate in landlord’s decision making. 4. Supporting documentation 4.1 Appendix 1 – Tenant Participation Strategy 2020-2025 Action Plan/Annual Report. Stephen Llewellyn Head of Housing Solutions Page 110 of 293
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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 Tenant Participation Strategy 2020-2025 impacts on reducing inequalities by providing accessible opportunities for all to become involved in influencing and shaping how housing services are delivered. An impact assessment was carried to consider how we can reduce inequalities through the strategy. This will continue to be reviewed as implementation of the strategy progresses. If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☒ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Tenant Participation will be delivered below the existing budget levels, however in 2021/22 as restrictions began to ease, plans were put in place to resume a full level of Tenant Participation activities. Financial impacts have been reviewed as part of the monthly monitoring process with colleagues in Financial Solutions. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☒ No ☐ Page 111 of 293
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If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Page 112 of 293
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Appendix 1 - Tenant Participation Strategy 2020-2025 Action Plan/Annual Report (2021 – 2022) Tenant Participation Strategy 2020-25 Action Plan Our action plan sets the activities and tasks we will be undertaking to deliver our objectives and overall aim. Objective 1: Contribute to delivering The Plan for North Lanarkshire by enhancing participation, capacity and empowerment across our communities Action Milestones Timescale Annual Review 2021/22 Lead RAG (1.1) In partnership with our tenants and residents annually review the TP Strategy and update the action plan • Complete an annual review of TP Strategy to align with current policy and legislative requirements • Update progress on achieving actions within the plan 2025 • TPT & NLF continued to meet virtually, fortnightly to discuss progress on achieving actions within the plan, as well as challenges due to ongoing restrictions • Elements of action plan postponed • Agreed on which initiatives to postpone & ways to adapt to enable us to continue to effectively engage with tenants & residents • Annual Review complete TPT Green (1.2) Review and revitalise local tenant participation action plans in consultation with local groups and chairpersons meetings • Review current local tenant participation action plans • Consider new format and agree approach to revitalising local tenant participation action plans 2021 • Due to ongoing restrictions, no chairperson’s meetings have taken place • NLF & TPT continue to review government guidance to ascertain whether it is possible for chairperson’s meetings to take place safely, whilst also looking at alterative solutions • TPT currently reviewing database to obtain an accurate number of groups remaining, which will allow for better planning • Review & agree action plan once meetings are re-established Local Groups, Chairperson Meetings, TP & LHT Red (1.3) Consider and develop opportunities for social activities that will encourage tenant participation and build • Consult with tenants and residents to develop a range of suitable social activities that encourage tenant participation and build capacity • Develop a guidance note to outline social 2025 • The ongoing pandemic has limited our ability to develop a range of suitable social activities that encourage tenant participation and build capacity • Continue to offer a range of virtual activities/events available for tenants to TPT Amber Page 113 of 293
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capacity within communities activities that can be supported through Tenants and Residents Association grant funding • Provide training and support to Tenants and Residents Groups to create a diary of social activities attend - not all housing related. • Working with tenants to build confidence getting online • Digital Champions offering training to tenants • Beginning to plan NLF AGM, incorporating social elements to reconnect (1.4) Develop annual tenant participation training and information programme • Review and evaluate current training plan • Consult with tenants and residents on future training and information requirements • Consult voluntary and public sector organisations on potential joint training opportunities • Develop programme 2025 • Digital Champion-Home Visit, Device Set- Up, Training etc. • Continue to offer, one to one training • Developing digital training- drop-ins, using NLF iPads or tenant’s own devices, looking at new premises to support this • Mornay Way drop-in sessions ongoing, started December 2021 • Developing a programme of events in partnership with NLF now that restrictions are easing Amber (1.5) Review and Implement recommendations in relation to grant assistance to support tenants and resident’s groups and NLF • Review current funding arrangements • Consider review and Tenant Scrutiny findings to inform future resourcing • Consult on and develop proposals in relation to TP and Participatory Budgeting 2022 • Supported NLF to submit paper to senior management requesting a review of their annual grant, to allow them to consider moving premises, proposals agreed at committee - 16th February 2022 – Lease agreed for new premises, 16th May 2022, date of entry • Tenants Groups have been encouraged to attend Community Board meetings which will enable them to find out more about PB • As the team begin to reconnect with Tenants and Residents groups, they will be supported to apply for funding internally and externally • Will consider review of grants assistance and Tenant Scrutiny findings to inform future resourcing TPT/NLF Amber Page 114 of 293
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Objective 2: Continue to develop engagement opportunities for our tenants, residents and under-represented groups that will develop their capacity to help themselves at a North Lanarkshire and local level Action Milestones Timescale Annual Review 2021/222 Lead RAG (2.1) Work with our tenants and residents to produce a ‘Tenant Participation Guide’ • Consult and engage with tenants on content • Develop and produce a “Guide to Tenant Participation” • Consider and develop opportunities that will increase participation and reduce administrative burden on groups and individuals starting their tenant participation journey 2022 • Initial work has started on producing a guide with the aim of consulting and engaging with tenants on content once we are able to meet face to face • A condensed updated version that recognises recommendations received via tenant grant scrutiny will be available TPT Amber (2.2) Undertake annual tenants’ engagement opportunities to inform and influence service delivery • Develop and publicise annual diary of engagement opportunities ▪ Pop Up events ▪ Conversation Cafes ▪ Conferences • Assist NLF to develop Open Meeting programme on key service areas • Assist NLF to develop and implement their Food for Thought (FfT) Programme ▪ Assist NLF to annually identify four FfT topics and facilitate programme ▪ Ensure recommendations and findings from FfT programme inform future service delivery for Housing Solutions Annual Considering restrictions were still in place throughout the majority of 2021/22, it was a highly productive year for tenant engagement Digital Food for Thought Session • May 2021-Equalities • May 2021 – Community Alarms • Jan 2022 - Pension Credits • Jan 2022 - Gambling Harm • Feb 2022 Social Security Info Session – postponed due to low numbers booking *NLF Business Plan stipulates that a min of 4 sessions is delivered a year –successfully achieved Tenant Engagement • Wellbeing calls to groups & individual’s • NL in Bloom Garden Awards - April – August 2021 • KGC Pilot- Digital Champions TPT Green Page 115 of 293
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• Environmental Sensors Pilot- TPT engaged with identified tenants (April 2021- present day) • Encouraged Tenants to attend SSHC review, consultation events hosted by TIS & TPAS • Offered Tenants the opportunity to attend TIS conference, 2 places booked • Supporting Connecting Scotland funding- Digital Champions • Hand delivered NL in Bloom Garden Awards to all winners 2020 & 2021 The TPT & NLF have continued to meet virtually to discuss business relating to housing services, with various guest speakers, in attendance *NLF 2021 conferences postponed due pandemic, date booked for 11th June 2022 Tenant Participation Online Events To celebrate Scottish Housing Day, Climate Emergency theme, a series of events were delivered throughout September 2021: • Love Food, Hate Waste • Helping to Save Energy • NLC Greener Homes To support Challenge Poverty week and due to the success of the sessions previously delivered, the following were re-delivered: • Love Food, Hate Waste • Helping to Save Energy • TP team also helped promote other related events/session for Challenge Poverty Week Page 116 of 293
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Consultations • NLF consulted on developing the Annual Tenants Survey – 8th July 2021 • Local Housing Strategy- NLF met with NLC on 4th August 2021, with a further session delivered for wider community 23rd August 2021 • Scottish Social Housing Charter, Review Consultation, 26th August, facilitated by independent consultants North Star • Allocations Policy Review – NLF met with NLC on 2nd September 2021, with a further session delivered for wider community on 21st September 2021 • NLF consulted on developing the Annual Performance Report – various meetings from September to October 2021 • NLF met with TPT to judge NL in Bloom Garden Awards – 29th September 2021 External Events • Staff & Tenants attended TIS conference. • Staff attended CIH Housing Awards – November, TP team were successful (2.3) Raise awareness of tenant participation services and activities within our local communities and council services • Expand links with other agencies including: ▪ Those that work with young people and under-represented groups ▪ Other voluntary sector organisations • Encourage more individuals to become involved in tenant participation • Increase visibility of staff within communities Annual Since April 2021, the TPT has been working with Agilisys-Digital Consultants, on various projects: • Environmental Sensors • Connecting Scotland Fund TP Manger attends Corporate Community Engagement Working Group - joint working discussed during meetings. TP Manager involved in Open Space Strategy working group Green Page 117 of 293
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January 2022 - the TPT accompanied the properties team to look at new heating technology within properties in Maryhill, as this is being considered for some new build sites. TPT to support tenant engagement. Continue to promote and encourage attendance of Community Boards Various departments often ask TP team to share content on their social media page- Find us on Facebook: @NLCTenantParticipation Objective 3: Ensure effective use of tenant participation resources to involve tenants and residents in the decisions, and development of services and supports Action Milestones Timescale Annual Review 2021/22 Lead RAG (3.1) Review Tenants Newsletter • Carry out market research to determine best media/form for newsletter • Develop Newsletter Working Group to involve tenants and residents in assisting with content ideas and tenant articles • Complete review and implement findings 2021-2025 • Contributed to the annual tenant’s newsletter (x2 per annum) • Working group to be set up in future, in the meantime NLF have been consulted re- content ideas • In addition to the Annual Tenants Newsletter the TP team regularly contributes towards the monthly Chief Executives Newsletter ALL Green (3.2) Further develop use of technology to promote and increase tenant participation • Review electronic publicity methods and develop action plan to implement findings • Increase use of social media and council website to inform, involve and engage on tenant participation • Develop and implement training programme for social media training to TRAs and Individuals • Develop virtual tenants and residents’ opportunities for engagement and 2025 Due to ongoing restrictions, the TPT as with many services has relied solely on digital engagement over the past year: • Increased frequency/type of social media content • Social Media Campaigns, such as: International Woman’s Day, Challenge Poverty Week, Celebrating Scottish Housing Day, Sharing NLC updates etc. • Increase in Facebook followers from to 515 TPT/NLC Green Page 118 of 293
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participation to 620 (+20%) • Contributed towards updating new NLC website-encouraging tenants to subscribe • Increase in housing subscribers- 9664 to 9815 (+1.58%) • Increased NLF social media posts, gained new followers – 201 as of 31st March 2022 • TPT have made themselves available via Zoom, WhatsApp, Microsoft Team, Facebook Messenger, Text, Conference call etc. • Developed user guide to help tenants get online • Offered 1:1 advice/training to help get online • Various Guest speaker attended NLF committee meetings virtually • TPT developed TP E-Newsletter, first copy drafted by 2 Foundation Apprenticeships on placement • Progressing with setting up an online digital lending library. • Plans in place to host a weekly digital drop in session (3.3) Develop ongoing programme of tenant scrutiny topics and activities • Complete annual programme of tenant scrutiny activities and implement recommendations/findings • Assist NLF to develop annual programme of tenant scrutiny • Review current service delivery model with a view to re-tendering independent tenant scrutiny support contract Annual • Scrutiny postponed from March 2020- ongoing agenda item • Quarterly contract monitoring meetings with North Star continue to take place • Contract was due to expire March 2021 however experience would suggest that there is approximately 1 years’ worth of scrutiny sessions (19) and consultation events (3) remaining within the current contract, which can be utilised beyond the original timescales, therefore there is no urgency to tender for new contract. • As restriction are beginning to ease plans are in place to start new scrutiny in August 2022; TPT/NLF Red Page 119 of 293
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a recruitment drive for scrutiny panel members will take place (3.4) Continue to develop Co- Production methods to harness the views and experiences of disabled people to inform service improvements • Develop a programme of engagement activity with co-production group • Enhance opportunities for co-production group to become involved in wider tenant participation activities through accessibility, use of technology and shared workstreams Annual • Joint working postponed due to Covid-19, plan to re-establish links once restrictions ease TPT Red (3.5) Deliver tenant participation services at a neighbourhood level to respond to needs as they arise • Develop short-life groups to address particular local housing issues • Improve communication and relationships by keeping TRAs/Is updated on staff changes within local teams • Ensure all frontline housing staff are consistently trained and informed in relation to tenant participation • Provide joint training opportunities in relation to tenant participation for staff in other services • Contribute to North Lanarkshire Partnership Engagement Review to reflect feedback from our TRAs/Is • Develop relationships with other council services to enable ‘piggy Annual • Although no face-to-face meetings have taken place throughout 2021 - 2022 the TPT has continued to contact groups & individuals via many forms: wellbeing calls, via social media, online events, email, virtual meetings etc. this has allowed us to keep up to date with any issues and pass to area offices/senior staff as required • TPT has continued to act as a central point of contact between tenants & council depts over the course of the year TPT Green Page 120 of 293
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backing’ at wider engagement events to promote tenant participation Objective 4: Demonstrate continued commitment to customer satisfaction and feedback Action Milestones Timescale Annual Review 2021/22 Lead RAG (4.1) Review methods for measuring tenant satisfaction to reflect demographic profile of our tenants and meet requirements of the Scottish Housing Regulator • Complete review • Develop bank of case studies to demonstrate achievements and successes • Complete review of how we report back to tenants and residents the findings, recommendations and actions in relation to tenant surveys 2021 • NLF consulted on questions for annual tenant survey • NLF met with Q&P team to discuss findings & methods of reporting to tenants HS/TPT Green (4.2) Continue to develop and maintain a database of tenants/ customers who have agreed to be contacted to take part in consultation • Database reviewed annually Annual • Continue to update database (TPT & NLF) TPT Green (4.3) Produce an annual performance report in consultation with tenant representatives and in line with SSHC • Annual Performance Report produced and submitted Annual • Annual Performance Report produced within designated timescales, info can be found here • NLF met with Q&P team to discuss findings & methods of reporting to tenants HS Green Page 121 of 293
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guidelines (4.4) Annually review outcomes for NLF Sub- Groups • Complete annual review of NLF Sub- Groups • Implement review findings • Develop programme of activity to be shared with other council services to demonstrate how wider council engagement is vital to success Annual • 2/3 Sub-Groups re-instated (virtually)- Ambitions & Waste Management, with Roads & Street lighting group members being supported via TP Officer until face-to-face meetings can resume • Plans for all 3 Sub-Groups to meet face- to-face in Q2 2022/23 TPT Green RESPONSIBILITY KEY Abbreviation Description TPT Tenant Participation Team LHT Local Housing Team TRA Tenants and Residents Association I Individuals HS Housing Solutions RAG DEFINITION Red Not complete Blue Ongoing Amber On track Green Complete Page 122 of 293
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref SL//LS/MK Date 31/08/22 Housing Domestic Abuse Policy From Stephen Llewellyn, Head of Housing Solutions E-mail llewellyns@northlan.gov.uk Telephone 01698 274192 Executive Summary North Lanarkshire has robust partnership working arrangements in relation to tackling domestic abuse. Housing is a key and important partner in these arrangements and makes a significant contribution to tackling and preventing domestic abuse, improving outcomes for victims and survivors. Progress has been made in several areas, including the development of housing domestic abuse procedures, guidance and resources, in addition to training, policy and practice changes to help ensure a trauma-informed and responsive service approach. Domestic abuse remains a key priority both locally and nationally and this is articulated in both the Local Housing Strategy (2021-2026) and the Rapid Re-Housing Transition Plan (2019-2024). This report seeks approval on a new Housing Domestic Abuse Policy, which has been developed in partnership with the Violence Against Women Partnership and shaped by the views of women with lived experience of domestic abuse. Recommendations It is recommended that the Housing Committee: 1. Note the effective partnership structures in place to tackle domestic abuse in North Lanarkshire, in which Housing Services are an important and key partner. 2. Note the positive progress made so far in relation to tackling domestic abuse. 3. Approve the Housing Domestic Abuse Policy (as attached as an appendix to this report) to strengthen and improve the Housing Service response to meeting the needs of victims and survivors of domestic abuse. The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition statement (14) Ensure the highest standards of public protection AGENDA ITEM 9 Page 123 of 293
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1. Background 1.1 North Lanarkshire has strong partnership working arrangements in relation to tackling domestic abuse, in which Housing Services are a key partner. This includes strategic and operational planning undertaken through the Violence Against Women (VAW) Partnership structure and participation in Multi-Agency Risk Assessment Conferences (MARAC), the process of managing the highest risk cases of domestic abuse and Multi- Agency Tasking and Coordination (MATAC), the process of identifying and tackling serial perpetrators of domestic abuse. 1.2 The partnership response to domestic abuse in North Lanarkshire is framed within the context of that set out in the national Equally Safe Strategy, in the recognition of the deep-rooted structural gender inequalities which underpin domestic abuse and other forms of Gender-Based violence, whilst also recognising the wider harms created by domestic abuse in families and communities and that whilst anyone can be a victim of domestic abuse, women and girls are disproportionately more affected. 1.3 Although significant progress has been made in tackling domestic abuse across a range of areas through the partnership structures, addressing the structural inequalities alongside a continuing high prevalence of domestic abuse in North Lanarkshire, remains a key challenge. 1.4 Housing have set out a clear commitment to talking domestic abuse, through signing the ‘Make a Stand’ pledge, developed by the Chartered Institute of Housing (CIH) in partnership with Women’s Aid and the Domestic Abuse Alliance, which is designed to encourage the housing sector to make a commitment to support people experiencing domestic abuse. 1.5 This commitment is reinforced in both the Local Housing Strategy (LHS) (2021-2026) and the Rapid Re-Housing Transition Plan (RRTP) (2019-2024) in which tackling domestic abuse is a key priority. These plans both contain actions that are specific to tackling domestic abuse and involve working with a range of wider partners, to improve service responsiveness through adopting a trauma-informed and responsive approach, to prevent and tackle domestic abuse effectively. 2. Report 2.1 Housing has been involved in a wide spectrum of activity in relation to tackling domestic abuse. In addition to the partnership work undertaken as part of the VAW partnership structure, significant work has been carried out to develop housing specific domestic abuse procedures, guidance and resources for staff, and to ensure access and awareness of these resources via a dedicated web page, ongoing training, supervision and support. This assists in the delivery of a sensitive, priority and trauma-informed service to anyone experiencing or at risk of domestic abuse. 2.2 Other areas of recent progress, include, the development and implementation of the SAY Women tenancy sustainment service in North Lanarkshire, for young women aged 16 – 25 who have experienced sexual abuse, and participation in the national REVIVE Scotland project, which helps identify potential housing solutions for women affected by domestic abuse. 2.3 In addition to this the Alcohol and Drug Partnership (ADP) continue to fund the Family Plus project, delivered in partnership with Barnardo’s, which provides support to Page 124 of 293
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families affected by domestic abuse or other trauma who are also impacted by substance use. 2.4 Collectively, these compliment the existing housing support services, both commissioned and in-house, alongside the housing advice, information and accommodation services provided to meet the broad and individual needs of victims and survivors of domestic abuse. 2.5 Notwithstanding, the progress achieved so far, a need was identified for an overarching framework which applies to all aspects of Housing Services, setting out and strengthening Housing’s approach to tackling domestic abuse. 2.6 Given this, a Housing Domestic Abuse working group was established to lead on the development and implementation of a new Housing Domestic Abuse Policy (attached as an appendix). The policy has been developed in partnership with the VAW partnership and has crucially been shaped by the views of women with lived experience. It is designed to complement the existing housing domestic abuse procedures and resources and intended to help reinforce Housing Service’s response in tackling domestic abuse, improving awareness across the service, amongst wider partners, victims and survivors, of approach, services, and options. Policy Scope 2.7 The policy sets out the Housing Service approach to providing a coordinated response to the accommodation and support needs of women and children affected by domestic abuse and sets out the recognition that violent and abusive behaviour is predominantly carried out by men directed at women and girls because of their gender, and this stems from deep-rooted women’s inequality. However, it also recognises that domestic abuse can also affect men, transgender and gender non-binary people and as such the policy applies equally to anyone affected by domestic abuse. Policy Approach 2.8 Equality and human rights, and a focus on early intervention and prevention are embedded throughout the policy. Domestic abuse is a significant cause of homelessness amongst women and the policy sets out the assurance to prevent homelessness where possible recognising the potential distress and trauma associated with moving into temporary accommodation or moving to an unfamiliar area away from existing support networks. It also emphasises the importance of understanding different needs and circumstances, acknowledging that for some women, continuing to reside in their current accommodation may not be an option for them due the trauma they have experienced. In these circumstances alternative suitable accommodation would be identified. 2.9 Cognisance to the complexity of needs and intersectionality of domestic abuse is reflected on, with specific reference to additional barriers that some women may face, including but not limited to, women with ‘no recourse to public funds’, women with disabilities, addiction or mental health issues. The approach set out, therefore, strengthens the council’s wider impact on addressing social inequalities. 2.10 Key components of the policy include: • Housing Options – setting out the range of housing options and supports available. • Prevention and Early Housing Advice – outlining the service’s approach to prevention and sustainability in the context of domestic abuse, describing the use Page 125 of 293
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of the Prevention and Sustainability (PAS) tool in supporting women and children affected by domestic abuse. • Partnership working – setting out the commitment to continue to work in partnership with women with lived experience, specialist providers and the VAW partnership to improve Housing’s response to talking domestic abuse. • Risk assessment and Safety Planning – the use of Safe Lives DASH risk assessment tool within Housing Services and a key focus on safety planning, with particular importance at times of heightened vulnerability and risk. • Action against perpetrators – future new powers for social landlords set out in the new Domestic Abuse (Protection) (Scotland) Bill. • Homelessness – as outlined in section 2.8 of this report, the policy emphasises the prevention of homelessness where possible through prevention and early intervention, setting out the provision of priority housing award through the Domestic Abuse Protocol to provide an alternative route to accessing accommodation, where required, and sets out a range of measures to ensure where homelessness does occur that any adverse impact is mitigated or reduced. • Training – sets out a commitment not only to train all housing staff on domestic abuse, but to ensure ongoing training, recognising the evolving learning required to tackle domestic abuse effectively and the plans for the extension of Safe and Together training for housing staff in addition to further training on trauma-informed practice, which will enhance wider work streams on developing trauma-informed environments, practice and policies as part of the service’s wider plans. • Core Business – supporting the position that tackling domestic abuse is at the core of all aspects of housing business, no matter the service area, to achieve wider change within the service, workforce, wider council areas, and at a societal level. 2.11 The policy will be subject to regular review and monitoring, to ensure effective implementation and relevance and to support best practice. Review will take place on an annual basis, coordinated by the Housing Domestic Abuse Working Group in partnership with women with lived experience of domestic abuse and the VAW strategic and operational groups. 3. Measures of success 3.1 Implementation of the Housing Domestic Abuse Policy. 3.2 Domestic abuse is prevented and where it does occur a coordinated, effective response is provided which enables women access to a range of appropriate housing options, advice, information and support. 4. Supporting documentation Appendix – Housing Domestic Abuse Policy Stephen Llewellyn Head of Housing Solutions Page 126 of 293
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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? A positive impact has been identified for a number of groups that share a protected characteristic, particularly women, girls, children, young people, people from ethnic minority communities and people with a disability. Opportunities to strengthen positive impact have also been identified. If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☒ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☒ Page 127 of 293
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5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 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? Risks are identified in relation to failure to implement the range of measures set out in the policy. These are captured in the overall Local Housing Strategy (2021-26) risk assessment and are recorded on the Service Risk Register and managed accordingly. Page 128 of 293
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Domestic Abuse Housing Policy Author Margaret Kelly Contact details kellymarg@northlan.gov.uk Owner Lynsey Smith smithlyns@northlan.gov.uk Date 20/04/22 Version number 3 Document status Final Governance Committee Housing Committee Date approved Pending Approval at Housing Committee on the 31/08/22 Review date Sept 2023 Strategic Alignment Outcome: Improve the health and wellbeing of our communities Action: Ensure the highest standards of public protection Page 129 of 293
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Change record Change Record Consultation process North Lanarkshire Violence Against Women Partnership (additional consultation to be added as policy is further developed/refined) Stakeholders Contacts identified for each service Margaret Kelly Helen Sneddon Women with lived experience of domestic abuse North Lanarkshire Violence Against Women Partnership Housing Solutions, Enterprise and Communities, NLC Education and Families, NLC Distribution North Lanarkshire Violence Against Women Partnership Housing Domestic Abuse Working Group Date Author kellymarg@northlan.gov.uk Change made Page 130 of 293
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1. Introduction This policy has been developed in partnership with North Lanarkshire’s Violence Against Women Strategic Group and Operational Group. It has also been informed by recommendations set out in the Change, Justice and Fairness research (2017)1 and the priorities set out in Equally Safe: Scotland's Strategy for Preventing and Eradicating Violence Against Women and Girls (2018) It is aligned with Scotland’s public health priorities2 and takes cognisance of the six priorities and the links to violence against women, drawing on the recommendations set out. It is also closely linked to North Lanarkshire’s Local Housing Strategy (2021-2026) and to the Rapid Rehousing Transition Plan, which sets out the council’s and wider partners approach to effectively address homelessness. The intention of this policy is to provide a clear overarching policy framework which sets out North Lanarkshire Council’s Housing Service response to preventing and eradicating domestic abuse. It should be read in conjunction with the Domestic Abuse Procedures for Housing. 2. Definition of Domestic Abuse North Lanarkshire Council understands domestic abuse must be considered with a gendered lens. This policy is based on the Scottish Government’s definition of domestic abuse as a form of Gender-Based Violence (GBV). This abuse is perpetrated against women and girls because they are female. GBV includes actions that: ‘…result in physical, sexual and psychological harm or suffering to women and children, or affront to their human dignity, including threats of such acts, coercion or arbitrary deprivation of liberty, whether occurring in public or private life. It is men who predominantly carry out such violence, and women who are predominantly the victims of such violence3’ The nationally agreed definition of domestic abuse is: ‘Domestic abuse (as Gender-Based abuse), can be perpetrated by partners or ex- partners and can include physical abuse (assault and physical attack involving a range of behaviour), sexual abuse (acts which degrade and humiliate women and are perpetrated against their will, including rape) and mental and emotional abuse (such as threats, verbal abuse, racial abuse, withholding money and other types of controlling behaviour such as isolation from family or friends)’4 For the purposes of this policy, it is assumed that the domestic abuse is being perpetrated by a partner or ex-partner (intimate partner). However, in Black and 1 Change, Justice, Fairness (2015) Scottish Women’s Aid and Fife Domestic and Sexual Abuse Partnership 2 Scotland’s Public Health Priorities and Violence Against Women and Girls, Public Health Scotland, March 2022 3 Equally Safe: Scotland’s strategy to eradicate violence against women, Scottish Government, April 2018 4 Equally Safe: Scotland’s strategy to eradicate violence against women, Scottish Government, April 2018 Page 131 of 293
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Minority Ethnic communities, wider family members may become involved in the abuse. 3. Aims and Objectives The main aim of this policy is to ensure a proactive housing response to prevent and eradicate all forms of domestic abuse. Our objectives are to: • Work collaboratively with women and children with lived experience of domestic abuse to ensure their voices are heard and shape our housing policies and services • Work collaboratively with key partners and wider stakeholders to identify ways in which we can take earlier, effective intervention and improve our responses and service offering to tackling domestic abuse • Develop an improved understanding of domestic abuse amongst housing staff to ensure effective, high quality housing support, advice and information • Provide a policy framework which sets out clear messaging promoting equality and respect, and rejects all forms of domestic abuse • Support wellbeing amongst our housing workforce to ensure a supportive and trauma responsive environment to effectively address domestic abuse across all sectors of society • Provide an effective and trauma informed service to women and children who have experienced/are experiencing domestic abuse • To prevent and reduce adverse childhood experiences and provide safe and nurturing accommodation and support that can help children and families thrive • To work with our Register Social Landlord partners and the wider housing sector to share learning and promote best practice in relation to domestic abuse • Challenge gendered stereotypes across all aspects of our service delivery 4. Outcomes In achieving our objectives and overarching aim the following outcomes are intended: • Domestic abuse is prevented but where it does occur a coordinated, effective response is provided which enables women to access to a range of appropriate housing options, advice, information and support • Inequalities are reduced and opportunities are created which promote improved life chances for women, children, young people, families at risk, and other vulnerable people/groups of people affected by domestic abuse • Our communities, workplaces and wider society embrace equality and mutual respect and reject all forms of domestic abuse Page 132 of 293
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5. Policy Scope This policy sets out North Lanarkshire Council’s Housing Service approach to providing a co-ordinated response to the accommodation and support needs of women and children experiencing domestic abuse. We recognise the violent and abusive behaviour predominantly carried out by men directed at women and girls because of their sex and that this behaviour stems from systematic, deep-rooted women’s inequality. This includes domestic abuse, rape, sexual assault, commercial sexual exploitation (like prostitution), female genital mutilation, forced marriage and ‘honour based’ violence, where people who are abused and victimised for bringing shame or scrutiny upon their family. This can take many forms, from verbal abuse and coercive control to extreme acts such as kidnapping or murder. We also recognise that domestic abuse can also affect men, transgender and gender non-binary people and as such this policy applied to meet individual need. 6. National Context Incidents of violence and abuse against women often go unreported, which means the scale of domestic abuse is often underestimated. The impact of the Covid-19 pandemic has also created additional complexities for women experiencing domestic abuse, illustrating that it remains a serious and significant issue in Scotland. Equally Safe: Scotland's Strategy to eradicate violence against women, makes it unequivocally clear that violence against women and girls, in any form, has no place in the Scottish Government’s vision for a safe, strong, successful Scotland. The Scottish Government, CoSLA and key partners recognise that violence against women damages health and wellbeing, limits freedom and potential and is a violation of the most fundamental human rights. The strategy sets out a vision for: ‘A strong and flourishing Scotland where all individuals are equally safe and respected, and where women and girls live free from all forms of violence and abuse – and the attitudes that help perpetuate it.’5 The main aim of the strategy is to work collaboratively with key partners across sector to prevent and eradicate all forms of violence against women and girls. The strategy is reinforced by the Equally Safe Delivery Plan6 to ensure ambitions are rooted in practical delivery. It sets out the following key priorities: • Achieving greater gender equality • Intervening early and effectively to prevent violence and maximising the safety and wellbeing of women, children and young people • Tackling perpetrators This policy and complimentary operational procedures are aligned with the Equally Safe vision, aims and priorities and also make a key contribution to national outcomes, including, but not limited to: 5 Equally Safe: Scotland’s strategy to eradicate violence against women, Scottish Government, April 2018 6 Equally Safe: Delivery Plan, Scottish Government, November 2017 Page 133 of 293
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• We live our lives free from crime, disorder and danger • We have tackled the significant inequalities in Scottish society • We have strong resilient and supportive communities where people take responsibility for their own actions and how they affect others • Our children have the best start in life and are ready to succeed • We have improved the life chances for young people and families at risk The Change, Justice, Fairness Report7, which provides important insights into the experiences of women with experience of domestic and sexual abuse who have been faced with the risk of homelessness as a result, has also informed this policy. This report highlights several recommendations relevant for wider housing services both in terms of strategic and operational delivery of services aimed at preventing homelessness for women and children, experiencing domestic or sexual abuse at the earliest opportunity. 7. Local Context The Housing Service is a key partner on both the Violence Against Women (VAW) Strategy Group and the Violence Against Women (VAW) Operational Group alongside representatives from a range of other council and statutory services, third and independent sector organisations, which provide support, information, advice and accommodation for women at risk of or experiencing domestic abuse. The partnership response to domestic abuse in North Lanarkshire is framed within the context of that set out in the national Equally Safe Strategy in the recognition of the deep-rooted structural gender inequalities which underpin domestic abuse and other forms of Gender-Based violence, whilst also recognising the wider harms created by domestic abuse in families and communities and that whilst anyone can be a victim of domestic abuse, women and girls are disproportionately more affected. Although positive and significant progress has been made in the prevention and reduction of domestic abuse across a range of areas, addressing these structural inequalities alongside a high prevalence of domestic abuse in North Lanarkshire, despite the strong partnership working, remains a key challenge. The council recognises the key role that Housing Services and the wider housing sector play and has publicly demonstrated its commitment to taking action to tackle domestic abuse through signing the ‘Make a Stand’ pledge. The partnership is committed to delivering a broad spectrum of improvement activity set out in the Violence Against Women Action Plan and to working with a range of partners and services to deliver a whole system approach to safeguard and support those experiencing or at risk of domestic abuse, as well as a providing a focus on prevention and tertiary prevention to support longer-term change. This includes delivery of programmes such as the Mentors in Violence Prevention (MVP) which helps young people challenge the attitudes, beliefs and cultural norms that underpin Gender-Based violence and the UP2U domestic abuse behaviour change 7 Change, Justice, Fairness (2015) Scottish Women’s Aid and Fife Domestic and Sexual Abuse Partnership Page 134 of 293
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programme which is designed to help perpetrators/offenders make positive changes to their behaviour and their relationships. In addition to the strategic and operational VAW groups, housing plays a key role in the public protection agenda, with participation in Multi Agency Risk Assessment Conferences (MARAC), the process of managing the highest risk cases of domestic abuse and Multi-Agency Tasking and Coordination (MATAC), the process of identifying and tackling serial perpetrators of domestic abuse. 8. Equalities, Human Rights and Impact We apply a human rights approach to domestic abuse within Housing Services. We recognise that domestic abuse violates human rights because it denies women their rights, which includes, the right not to be treated in an inhuman and degrading way; the right to respect for private and family life and the right to life. We listen to the experiences of victims and will protect women and children’s right to a home life, including the peaceful and safe occupation of their home. The Equality Act 2010 places statutory duties on the council to ensure its functions and related services offer fair access and inclusion through the: • Elimination of unlawful discrimination, harassment or victimisation; • Advancement of equality of opportunity between people who share a protected characteristic and those who do not; • Fostering of good relations between people who share a protected characteristic and those who do not. An Equalities Impact Assessment (EqIA) has been carried out whilst this policy was being developed to identify any potential adverse impacts on people with/or groups who share a protected characteristic and any opportunities in which to strengthen and promote equalities. This assessment included an assessment of the Fairer Scotland Duty and Human Rights. Two further impact assessments have been carried out for this policy given the scope and impact of this policy on women, children and health. This included a Children’s Rights and Wellbeing Impact Assessment (CRWIA) and a Health Impact Assessment (HIA). A summary of the EqIA can be found on the council’s website and the full impact assessments are all available on request. 9. Policy Statement 9.1 Our Approach Housing Services are at the forefront of delivering services to women and children affected by domestic abuse. Housing Services offer a confidential, sensitive and priority service to anyone experiencing domestic abuse and who may be seeking temporary accommodation or re-housing, support, advice or information. This includes sustaining current accommodation, where possible and where this is the preference, preventing the need to present as homeless. This avoids any potential Page 135 of 293
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distress and trauma associated with moving into temporary accommodation or moving to an unfamiliar area away from existing support networks. We also know that for some women, the trauma experienced in their accommodation may mean that it is not an option for them to remain there. In these circumstances we would find alternative suitable accommodation. We recognise that women experiencing domestic abuse who approach the housing service asking for help may have other issues such as disability, addiction or be financially dependent on their abuser. We ensure that we treat women sympathetically and provide a trauma informed service to explore a range of housing options and supports to identify the best housing and/or support outcome. We will work in partnership with specialist services, including, but not limited to, mental health and addiction services to ensure referral pathways, that enable swift and good access to services when they are needed and will work with services on behalf of women where this is the preference of women. We also recognise that some women may experience additional specific barriers, such as women with ‘no recourse to public funds’ (NRPFs) due to immigration status. This can be a major barrier to escaping abuse, as women may be afraid to approach services for support or advice due to fear of being deported. We will work with partners, including national organisations who have expertise in advising and supporting women subject to NRPFs to support women who experience these complex and challenging situations. The nature of domestic abuse and intersectionality will be at the forefront of our approach, to help tackle deep-rooted structural inequalities. We will ensure our housing response takes full cognisance of the inter-connectedness and impact of disability, ethnicity, sexuality, poverty as well as other factors in relation to domestic abuse and the ways in which individual or several factors can combine and interact in ways to exacerbate inequality. The principles that underpin our service approach are that women experiencing abuse: • Will be believed, supported • Their views will be fully considered • Will have their support needs assessed • Will have access and support to maintain affordable housing or appropriate accommodation • Can be assured that the information provided will be dealt with in the strictest confidence To achieve this, we will ensure that women experiencing domestic abuse receive: • A consistent high-quality service • A thorough assessment of their accommodation and support needs • Access to appropriate accommodation • Access to housing support • Access to specialist support services • Access to legal information on the protection available to them Page 136 of 293
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• Signposting to all other relevant agencies Further details on the application of these principles in practice can be found in the Domestic Abuse Procedures for Housing. Housing Options Our aim is to provide the highest quality housing options advice and information to help identify a range of appropriate housing options to best meet the individual needs of women and children experiencing or at risk of domestic abuse. We will work with women to explore these options, linking with other services and organisations as appropriate, to ensure their housing and support needs are fully considered and that a plan is jointly agreed on how to progress and meet their needs. Housing options include, but are not limited to: • Supporting women to remain in their home • Removing the perpetrator (where possible) • Rehousing the perpetrator • Supporting women to transfer the tenancy to their name • Supporting women to gain legal advice and information • Utilising management housing transfers to support women to make planned moves and avoid homelessness • Utilising domestic abuse housing protocol priority points to achieve a move through the general or transfer waiting list and avoid homelessness • Referral to another local authority or specialist service that can assist with rehousing in another local authority area • Provision of temporary and/or supported accommodation • Enabling access to specialist domestic abuse support and/or accommodation Prevention and Early Housing Advice Providing good housing advice at an early stage is always our aim, to provide access to a range of options so an informed decision can be made on the best option that best meets the needs of women and children. We recognise that women experiencing domestic abuse often feel the need to move out, and that this may not always, help them to feel and be safe in the longer term, and can create further trauma and hardship, for example through moving into temporary accommodation and then permanent housing and the associated costs and upheaval associated with homelessness. Where a person affected by domestic abuse wishes to remain in their own home, we will support them to do so, wherever possible. This may involve an assessment of home safety and support needs and making arrangements for equipment, technology or adaptations as appropriate to improve safety and wellbeing. As highlighted previously however, we also recognise that for some women this may not be an option and we will work with women to find suitable alternative accommodation that meets their needs where this is required. Housing Services use a Prevention and Sustainability (PAS) tool when there are approaches to the service for advice, information and assistance. This helps identify Page 137 of 293
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if there are any unmet support needs to enable the right housing advice, support and referral to other services as required. PAS is a crucial tool in supporting women and children affected by domestic abuse and will be used in every approach to the housing service in cases of domestic abuse to ensure a preventative approach and early intervention. Partnership working Partnership working is fundamental in the context of domestic abuse. We are committed to working with a range of partners and other council services to achieve the best possible outcomes for people affected domestic abuse. This includes MARAC and MATAC which supports the highest risk domestic abuse victims but also includes, working with partners on a regular basis for other domestic abuse victims who are not subject to these conferencing arrangements, to improve safety, reduce the impact of domestic abuse and to prevent it from occurring or re-occurring. This involves a range of partners, including but not limited to: • Monklands Women’s Aid • Motherwell and District Women’s Aid • North Lanarkshire Women’s Aid • Aura • Assist • Lanarkshire Rape Crisis Centre • Police Scotland • NHS Lanarkshire • SAY Women • Revive Scotland Partnership working also takes place at strategic and operational policy level also, to ensure a consistent approach across services and partners within North Lanarkshire and to improve our response to prevent and tackle domestic abuse effectively and efficiently. This takes place via the Violence Against Women Operational Group and the Violence Against Women Strategic Group. Risk Assessment Risk assessment is vital in supporting victims of domestic abuse. It can help prevent domestic abuse from occurring and can ultimately save lives. Housing Services use the Safe Lives DASH risk assessment tool. This provides a useful tool to help understand risks, such as escalation, fear, isolation, and child contact, amongst others and can enable effective safety planning. Housing Services staff will also identify and refer as appropriate, using adult and child protection policies in place and are trained and skilled in understanding the safeguarding policies and procedures in place. Safety Planning Page 138 of 293
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Safety Planning is a vital tool in working with people affected by domestic abuse and is of particular importance when the victim resides with the perpetrator, when they consider leaving and after they have left. Risk also increases at the point when a victim is leaving. It is important that risk is regularly reviewed as the situation changes. Safety planning is an important component of the support provided by housing services and the partnership working undertaken to support and protect people affected by domestic abuse. Action against Perpetrators The new Domestic Abuse (Protection) (Scotland) Act 2021 will enable police and courts to ban suspected abusers from re-entering the home and from approaching or contacting the person at risk for a period to enable them to consider their longer-term options in relation to safety and housing. This Act will also allow social landlords to end or transfer the tenancy of a perpetrator of domestic abuse to the victim. Evidence supports that domestic abuse is one of the main causes of homelessness both in North Lanarkshire and nationally. Previous legislation did not safeguard women’s housing rights. As such this new Act is a welcomed development and will help improve housing outcomes for women affected by domestic abuse. It is anticipated that guidance, including provisions on how to rehouse perpetrators, will be published later in 2022, to assist social landlords in enacting their new powers and achieve better outcomes for women experiencing domestic abuse. In the interim until this new legislation is enacted, it is not possible to evict a perpetrator of domestic abuse, when the tenancy is held in joint names. We will however, support women to seek legal advice to prevent the perpetrator remaining in the family home, and we will explore other options which include rehousing a perpetrator and supporting Police Scotland in their activities to deal with perpetrators. Homelessness We will always endeavour to avoid homelessness where possible, through the provision of a full housing options interview and prevention interventions. We will always seek to utilise the Domestic Abuse Protocol in the first instance where appropriate, where a move of home is required, to maximise the priority points awarded to women affected by domestic abuse, to achieve an appropriate housing offer that meets their individual needs. We recognise, however, that there are some circumstances in which homelessness cannot be prevented and this policy aims to reduce the impact that homelessness may have on women and children experiencing or at risk of domestic abuse. We have clear processes in place which ensure: • The provision of safe, secure and comfortable temporary accommodation if required and access to permanent, settled accommodation as quickly as possible to minimise the time spent in temporary accommodation • That we listen to women about where they want to live to ensure that any offer of accommodation (temporary or permanent) meets their needs in terms of safety, support networks, including family and childcare, schooling Page 139 of 293
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arrangements, employment and educational needs, and access to other necessary amenities or facilities to meet their needs • The provision of support, information and advice on a range of housing options, including working with other local authorities where required, to ensure the best housing, safety and wellbeing outcomes. . Training The Housing Service is committed to ensuring that all housing staff understand and can respond to domestic abuse. All housing staff undertake Domestic Abuse Awareness Raising Training (DAART) as a minimum, with frontline housing staff and managers undertaking enhanced training, which ensures staff: • Understand domestic abuse, and other forms of violence against women; • Can identify women at risk, understand the behaviour of perpetrators; and • Can respond in a trauma responsive way. The Housing Service is also working with the VAWG partnership to train housing staff in the Safe and Together Model Overview Training which will provide housing staff with information on creating a domestic violence-informed child welfare system, the principles and components of the Safe and Together Model and information about the framework behind competency-building in child welfare around domestic abuse. Training also takes place in relation to risk assessment and safety planning, in the form of Save Lives DASH Risk Assessment Training and we are committed to ensuring that training is also delivered to senior management to ensure an effective overall service response to domestic abuse. Underpinning the range of domestic abuse training, is also a range of trauma- informed practice training. We are committed to ensuring all housing staff complete trauma-informed training, with enhanced training for housing staff in support roles or with greater contact with the public. We will continue to roll out further training and learning opportunities on trauma within the housing service to embed trauma responsive practices across all aspects of our business and develop a trauma- responsive workforce. Core Business Tackling domestic abuse is at the core of all our business. We ensure that no matter the service area, tackling domestic abuse is everyone’s responsibility and that there is a good awareness and understanding of domestic abuse across every area of our service and its impacts. This includes, for example, dealing with anti-social behaviour so that there is no confusion between domestic abuse and anti-social behaviour, managing rent arrears, so domestic abuse is considered in the context of impact on financial circumstances and wider tenancy and housing management areas. We will continue to build on developing a greater understanding amongst our wider housing workforce to reduce any service generated risks and to encourage Page 140 of 293
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housing staff to understand how domestic abuse relates to all other areas of people’s lives in complex ways. Evaluation and Monitoring This policy will be subject to regular review and monitoring, to ensure effective implementation and relevance and to support best practice in supporting women and children affected by domestic abuse. The policy will be reviewed on an annual basis, coordinated by the Housing Domestic Abuse Working Group in partnership with women with lived experience of domestic abuse and the VAWG Partnership. Monitoring information, data and statistics are reported to the VAWG Partnership on a quarterly basis and will also be used to inform the future development of this policy. Page 141 of 293
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref SL//LS/AMcG Date 31/08/22 Tenancy Sustainment Policy From Stephen Llewellyn, Head of Housing Solutions E-mail llewellyns@northlan.gov.uk Telephone 01698 274192 1. Background 1.1 The Scottish Government have published guidance aimed at tenancy sustainment through the prevention and alleviation of homelessness. This was supported by the introduction of the Ending Homelessness Together Action Plan setting out a radical shift in homeless policy direction and led to the development of Rapid Rehousing Transition Plans (RRTP’s). Further legal Prevention of Homelessness duties are also in development and will be implemented once they have been approved by the Scottish Parliament and given Royal Assent. Executive Summary This Tenancy Sustainment Policy has been developed in response to the continued focus on tenancy sustainment, particularly at a time when many of our tenants and wider residents are facing extreme pressures and may require assistance. The intention is to provide a clear overarching framework which sets out North Lanarkshire Council’s Housing Service’s proactive approach to tenancy sustainment and its commitment to preventing homelessness whenever possible. This report seeks approval from Committee to implement the Policy and associated sustainment and homeless prevention activity. Recommendations It is recommended that the Housing Committee: (1) Approve the Tenancy Sustainment Policy (attached as an appendix). (2) Note the ongoing monitoring arrangements and annual review process. The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition statement (13) Improve preventative approaches including self-management and giving people information and choice over supports and services AGENDA ITEM 10 Page 143 of 293
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1.2 The guidance and action plans are intended to ensure that anyone who approaches a social landlord with a housing problem, is assisted to look at the widest range of housing options and solutions available; and consider the best and most sustainable option for them focussing on early intervention and collaboration. 1.3 The Housing Service must also meet the compliance standards set out by the Scottish Housing Regulator for managing social housing contained within the Scottish Social Housing Charter (ARC) which includes the delivery of housing options, tenancy sustainment and homeless prevention advice and activity. 1.4 Tenancy sustainment and the prevention of homelessness is a key focus of the Local Housing Strategy 2021-2026 and encompasses a series of actions aimed at improving housing options and prevention activity. The RRTP also sets out the approach by all partners to effectively address and prevent homelessness through collaboration and targeted up-stream early intervention. 2. Report 2.1 This policy has been developed to provide a clear overarching framework which sets out North Lanarkshire Council’s Housing Services proactive approach to tenancy sustainment and its commitment to homeless prevention, especially at a time when many of our tenants and wider residents are facing extreme pressures due to the cost- of-living crisis and may require assistance to prevent them from becoming homeless. 2.2 The Housing Service recognises that sustaining a home requires a range of life skills and that some people may lack the required skills or experience difficulties accessing support. There may also be changes in circumstances or periods of crisis where tenants are vulnerable and experience difficulties in sustaining their home. 2.3 There are known risk factors to early tenancy failure such as poverty, debt and domestic abuse as well as particular household types that may need assistance to sustain their home such as care experienced young people, those with disabilities, poor mental health or an addiction issue. There are also other causes of tenancy breakdown such as allocations in unwanted areas, property condition or a lack of furniture. 2.4 Tenancy breakdown is a failed opportunity for everyone and represents a real cost in financial and resourcing terms as well as human and social terms. Research illustrates that people who become homeless are stigmatised and are likely to be affected by poor mental health and wellbeing which impacts on their ability to sustain any future accommodation. Tenancy failure and homelessness is a vicious circle with escalating costs for the person themselves, the Housing Service and wider services within the council and partners. There is therefore a commitment to minimising the number of failed tenancies by ensuring that tenants have access to services that can meet their needs. 2.5 The delivery of this tenancy sustainment policy is intended to achieve the following outcomes: • Minimise tenancy breakdowns, evictions, and abandonments • Prevent housing crisis and homelessness • Improve the health and wellbeing of people in our communities • Promote stable and sustainable communities • Improve inclusion and tackling inequalities across North Lanarkshire • Minimise void levels, void rent loss and associated costs Page 144 of 293
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2.6 We are committed to achieving the outcomes outlined above which are underpinned by five key principles: • Housing Options – we will work with households to identify realistic housing options and empower them to make informed decisions about the best options for them. • Prevention – We will identify potential vulnerabilities and/or sustainment issues as early as possible, for example prior to sign up, at the start of the tenancy or at any point during a tenancy where risk factors are identified. • Early Intervention – We will have robust systems in place for identifying vulnerable tenants or tenants at risk of tenancy failure and will develop referral pathways to ensure appropriate support is put in place. • Tenancy Support – We will ensure the relevant support is provided, either directly or through referral mechanisms to other statutory or voluntary organisations. • Partnership Working – We will enhance our networks and partnerships and jointly agree referral routes or signposting to ensure our tenants have access to a range of support services to help them sustain their home. 2.7 This policy will be subject to monitoring and review on an annual basis to ensure effective implementation and support the development of best practice in tenancy sustainment and homeless prevention activity. 3. Measures of success 3.1 It is anticipated that implementing this policy will ensure that tenants and residents will continue to have access to good quality housing options advice and assistance that will prevent tenancy breakdown and homelessness and reduce the impact of trauma. 4. Supporting documentation 4.1 Appendix - Tenancy Sustainment Policy. Stephen Llewellyn Head of Housing Solutions Page 145 of 293
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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? An Equalities Impact Assessment (EqIA) has been carried out for the Policy and no negative equalities or social economic implications were identified. There are areas where the policy will have a positive impact and will be progressed as part of operational delivery. A Children’s Rights and Wellbeing Impact Assessment (CRWIA) and a Health Inequalities Impact Assessment (HIA) was also carried out to help further identify potential impact and inform priorities and operational practice. If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☒ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? There are already existing legal and regulatory requirements on the Housing Service to assist tenants and local residents to sustain their home. This policy is intended to re-enforce those obligations and formally confirm our commitment to homeless prevention. Further legislation is currently in development by the Scottish Government and a Prevention of Homelessness Bill will be brought forward in due course. This will be discussed, and impacts identified with Legal and Democratic Solutions at that time. Page 146 of 293
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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 technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? This policy is intended to work with tenants and residents to help them sustain their home and may involve advice and support to tackle fuel poverty and debt issues. 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 exists risk in relation to failure to provide effective tenancy sustainment services and supports. This risk is captured and recorded as part of the risks associated with the implementation of the Local Housing Strategy (2021-2026) and is actioned accordingly. Page 147 of 293
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Tenancy Sustainment Policy Author Audrey McGuinness Contact details McGuinnessAu@northlan.gov.uk Owner Lynsey Smith Smithlyns@northlan.gov.uk Date 04/07/22 Version number 1 Document status Final Governance Committee Housing Committee Date approved Pending approval at Housing Committee 31/8/22 Review date Sept 2023 Strategic Alignment Outcome: Improve the health and wellbeing of our communities Action: Improve preventative appraches including self-management and giving people information and choice over supports and services. Page 148 of 293
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Change record Consultation process Additional consultation opportunities to be identified as the policy is embedded in practice Stakeholders Contacts identified for each service Audrey McGuinness - Housing Services Staff - North Lanarkshire Rapid Rehousing Steering Group - Health & Social Care Partnership Housing Solutions, Enterprise and Communities, NLC Distribution Housing Services Staff North Lanarkshire Rapid Rehousing Steering Group Health & Homelessness Group Date Author Change made Page 149 of 293
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1. Introduction This policy has been developed in response to the continued focus on tenancy sustainment, particularly at a time when many of our tenants are facing extreme pressures and may require assistance. The intention of this policy is to provide a clear overarching framework which sets out North Lanarkshire Council’s Housing Service proactive approach to tenancy sustainment and its commitment to homeless prevention. North Lanarkshire Council recognises that creating a home and maintaining a tenancy is not just about living in a council house. Sustaining a home requires a range of life skills, access to services and support at appropriate times. We also recognise that some people may require some support to develop the required skills to sustain a tenancy, may not know about services available or experience difficulties accessing suitable support. Additionally, people may experience changes in circumstances within their household or be affected by financial instability or periods of crisis. It is in these scenarios that tenants may become vulnerable, experience difficulties in managing or sustaining their homes and may be at risk of homelessness. The Housing Service views any tenancy breakdown as a failed opportunity for all concerned and represents a real cost not only in financial and resourcing terms but also in human and social terms. We are therefore committed to minimising the number of failed tenancies by supporting vulnerable tenants, ensuring they have access to the services that can meet their needs and assist them to successfully maintain their home. 2. Legislative and Regulatory Context The Scottish Government have published a range of statutory and non-statutory guidance aimed at tenancy sustainment through the prevention and alleviation of homelessness. The Homeless Prevention Guidance and the Housing Options Guidance were key drivers in changing practice across Scotland. Their purpose is to ensure that anyone who approaches a social landlord with a housing problem, is assisted to look at the widest range of housing options and solutions available; and consider the best and most sustainable option for them focussing on preventing homelessness wherever possible through early intervention and collaboration with partners. This guidance was further supported by the publication of The Ending Homelessness Together Action Plan which set out a radical shift in homeless policy direction and a renewed focus on prevention and sustaining tenancies. This led to the requirement of every local authority to produce a Rapid Rehousing Transition Plan (RRTP). A Prevention Duty on all public sector partners is also in development with a consultation process completed and introduction of a Housing Bill likely in 2023. Essentially, as a local authority, we are not just responsible for helping our own tenants to sustain their home, but also have a duty to help those who live in other tenures to sustain their home where possible too. Page 150 of 293
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The Housing Service must also meet the compliance standards for managing social housing contained within the Scottish Social Housing Charter (ARC). The standards relate to the properties themselves as well as the management of the tenants who reside in them. The relevant standards for tenancy sustainment are as follows: • Outcome 1: Equalities – Tenants and other customers have their individual needs recognised, are treated fairly and with respect, and receives fair access to housing and housing providers. • Outcomes 7, 8 & 9: Housing Options – People looking for housing get information that helps them make informed choices and decisions about the range of housing options available to them, Tenants and people on housing lists can review their housing options, and people at risk of losing their homes get advice on preventing homelessness. • Outcome 10: Access to Social Housing – People looking for housing find it easy to apply for the widest choice of social housing available and get the information they need on how the landlord allocates homes and their prospects of being housed. • Outcome 11: Tenancy Sustainment – Tenants get the information they need on how to obtain support to remain in their home and ensure suitable support is available, including services provided directly by the landlord and by other organisations. • Outcome 12: Homelessness – homeless people get prompt and easy access to help and advice; and are provided with suitable, good-quality temporary or emergency accommodation when this is needed; and are offered continuing support to help them get and keep the home they are entitled to. • Outcome 13: Value for Money – Tenants, owners and other customers receive services that provide continually improving value for the rent and other charges they pay. 3. Local Context Tenancy sustainment is a key focus of the Local Housing Strategy 2021-2026 and encompasses a series of actions aimed at improving housing options and prevention activity as well as increasing awareness of services across the population of North Lanarkshire. The Housing Service is also the lead partner for developing and implementing the North Lanarkshire RRTP. The RRTP sets out the council’s and wider partners approach to effectively addressing and preventing homelessness through collaboration and targeted up-stream early intervention. The actions and activity are managed through the RRTP Steering Group which consists of representatives from within the Council and wider statutory partners as well as housing associations and the third and independent sectors. The partnership response has enabled significant positive progress to date, however further work to embed early intervention and good practice is ongoing. The Steering Page 151 of 293
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Group regularly reviews performance and continues to develop approaches to sustaining tenancies across the various partners. 4. Definition of Tenancy Sustainment & Risk Factors Tenancy Sustainment is a generic term for the prevention of tenancy breakdown or failure. Failed tenancies can be disastrous for the tenant who may end of homeless and find it difficult to secure another tenancy. Tenancy failure is also harmful to the Council because it wastes resources due to additional and unnecessary voids and increases pressure on homelessness services. The Scottish Housing Regulator defines a failed tenancy if it ends by eviction, abandonment, or early termination (tenancy lasts less than 12 months). Whilst the Housing Service records all early terminations as failed tenancies as reported within the ARC, we recognise that not all terminations are avoidable and that there may be specific reasons why people give up their tenancies early, such as domestic abuse or illness as well as more positive reasons such as moving away for a new job or moving in with a partner. The cost of a failed tenancy can be high for both the tenant and the Council. Every failed tenancy represents: • The human cost to the person who again finds themselves in need of accommodation and may now have additional issues to overcome such as former tenancy debt. • Rent loss during the time the property is empty. • Costs incurred associated with the re-letting of the property. • In some cases, legal costs. • Abortive resource commitments. There are known risk factors in relation to early tenancy failure, and particular household types may need help or assistance in sustaining their tenancies. The list below are some example issues that a household may be experiencing: • Addiction problems • Care experienced • Debt and financial exclusion • Disabilities • Domestic abuse • Ex-offenders • Families with support needs • Fuel poverty • Harassment or abuse • Isolation and loneliness • Lacking in local connections and networks • Learning difficulties • Mental health concerns • Older people with support needs • Poverty Page 152 of 293
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• Previous homelessness • Young people • Young parents In addition to the known risk factors, there are other causes of tenancy breakdown such as: • Allocations in unwanted areas • Dissatisfaction with property condition • Inability to secure adequate furniture and equipment • Lack of support with resettlement and setting up home • Insufficient information sharing and partnership working • Anti-social behaviour Evidence gathered over many years illustrates that people who become homeless are stigmatised and are likely to be affected by poor mental health and wellbeing which impacts on their ability to sustain any future accommodation. Tenancy failure and homelessness is a vicious circle with escalating costs for the person themselves, the Housing Service and wider services within the Council and partners. It is therefore in everyone’s best interests to work collaboratively with tenants and residents to help them sustain their home. 5. Aims and Objectives The main aim of this policy is to ensure an effective housing operation service that meets legal obligations but is also proactive and committed to tenancy sustainment. Our objectives are to: • Prevent tenancies from breaking down, prevent homelessness and minimise the costs associated with tenancy failure through the provision of good quality information, advice, and support. • Ensure prospective tenants have access to good quality housing options to enable them to make informed choices and decisions about their home. • Support vulnerable tenants to live independently, safely, and securely. • Implement robust processes to allow early identification of potential vulnerabilities. • Provide trauma responsive services to households at risk of tenancy failure and ensure they are provided with appropriate support. • Prevent and reduce adverse childhood experiences to help children and families to thrive. • Provide customer focused, tailored services and a range of flexible responses that meet the tenant’s individual needs. • Maximise the resources and services available to tenants to assist them to manage their home successfully. • Collaborate with partners to ensure co-ordinated and comprehensive services that meet the needs of tenants. • Maximise financial inclusion and promote financial awareness. Page 153 of 293
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• Promote personal independence and wellbeing and assist tenants to maximise their life opportunities. These objectives are underpinned by 5 key principles • Housing Options – we will work with households to identify realistic housing options and empower them to make informed decisions about the best options for them. • Prevention – We will identify potential vulnerabilities and/or sustainment issues as early as possible, for example prior to sign up, at the start of the tenancy or at any point during a tenancy where risk factors are identified. • Early Intervention – We will have robust systems in place for identifying vulnerable tenants or tenants at risk of tenancy failure and will develop referral pathways to ensure appropriate support is put in place. • Tenancy Support – We will ensure the relevant support is provided, either directly or through referral mechanisms to other statutory or voluntary organisations. • Partnership Working – We will enhance our networks and partnerships and jointly agree referral routes or signposting to ensure our tenants have access to a range of support services to help them sustain their home. 6. Outcomes The delivery of the principles and objectives of this tenancy sustainment policy are intended to achieve the following outcomes: • Minimise tenancy breakdowns, evictions, and abandonments • Prevent housing crisis and homelessness • Improve the health and wellbeing of people in our communities • Promote stable and sustainable communities • Improve inclusion and tackling inequalities across North Lanarkshire • Minimise void levels, void rent loss and associated costs 7. Policy Scope This policy sets out North Lanarkshire Council’s Housing Service approach to tenancy sustainment. We understand that the current climate is challenging for our tenants and wider communities and that there is increasing pressure on family finances due to the cost-of-living crisis. We will therefore ensure the early identification of those at risk of tenancy failure and collaborate with households and wider partners to ensure housing crisis is avoided through the delivery of a co-ordinated approach to housing options, advice and information and support. Page 154 of 293
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8. Equalities, Human Rights and Impact We apply a human rights approach to tenancy sustainment within Housing Services. We recognise that some of our tenants are affected by multiple exclusion and may have difficulty managing a tenancy. We will therefore promote equal rights to everyone who approach our service for assistance. All households will be treated with dignity and respect, will be listened to; and will be provided with advice, assistance, and guidance to enable them to make informed decisions about the help and support they may need to sustain their home. The Equality Act 2010 places statutory duties on the Council to ensure its functions and related services offer fair access and inclusion through the: • Elimination of unlawful discrimination, harassment, or victimisation. • Advancement of equality of opportunity between people who share a protected characteristic and those who do not. • Fostering of good relations between people who share a protected characteristic and those who do not. An Equalities Impact Assessment (EqIA) has been completed to identify any potential adverse impacts on people with/or groups who share a protected characteristic and any opportunities in which to strengthen and promote equalities. This assessment included an assessment of the Fairer Scotland Duty and Human Rights. Two further impact assessments have been completed for this policy given the scope and impact it will have on vulnerable groups. This includes a Children’s Rights and Wellbeing Impact Assessment (CRWIA) and a Health Impact Assessment (HIA). A summary of the EqIA can be found on the council’s website and the full impact assessments are available on request. 9. Our Approach to Tenancy Sustainment Social landlords have a legal and moral responsibility to recognise the individual needs of tenants and customers and must treat them fairly and in a respectful manner. These responsibilities are the cornerstone of delivering housing services to people in our communities. We believe that households should be able to approach our services for help whenever they have a housing problem and that our response is compassionate, flexible, and supportive; where practical advice, guidance or assistance is provided, and solutions identified to prevent housing crisis. Housing Options We will provide good quality housing options advice and guidance at an early stage that enables people to make informed decisions about the best and most sustainable housing solutions for them. This will involve discussing the various options across tenures to help the customer understand the positives and negatives of each option Page 155 of 293
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and ensure the advice provided is practical and meets the individual needs of the person and their family circumstances. We will provide a written record of the discussion through an individualised Personal Housing Plan which will help support the customer on their housing journey. This plan will detail the practical steps needed to deliver the agreed housing option. This may involve the completion of a CHR application and advice on allocations and waiting lists; or it may involve assistance with access to private lets through letting agents or advertisements or may even involve assistance to access home ownership and mortgage options. Prevention & Sustainability Locality housing practitioners use a Prevention and Sustainability (PAS) tool when people approach the service for information, advice, and assistance. This tool assists in identifying risk factors and potential support needs and enables targeted housing advice and support as well as referral to other services if needed. It is a critical tool to ensuring early risk identification and intervention. Sometimes people approach our services seeking help with a situation that they believe to be beyond resolution. People in these situations can be vulnerable and find it difficult to engage with services that can help them. The Housing Service has been progressing a trauma informed approach to the delivery of our front-line services and our staff will take a trauma informed and compassionate approach to the household and discuss the details to understand how they can help. They will ascertain if there are potential solutions and will then actively engage with any relevant individual or agencies to resolve the potential homelessness. This may involve discussion and negotiation with a private landlord or mortgage lender, or may require referral and access to support agencies so that the individual can be assisted to sustain their current home such as financial inclusion, debt or money advice, mental health support, adaptations, technology, or equipment required due to a disability, access to addiction services, etc. In the case of NLC tenants this may involve making a repayment arrangement for rent arrears or access to housing or other support to aid tenancy sustainment, for example assistance to learn independent living skills or social work intervention. We are also aware that some people seeking our assistance will be particularly vulnerable, for example families fleeing domestic abuse or those with no recourse to public funds. In these circumstances we will ensure our approach is considered and sensitive and will actively seek to prevent further trauma and distress. We recognise that it is sometimes not possible to help people remain in their current home and in this event, our aim is to prevent housing crisis. We will therefore provide practical advice and assistance to aid a smooth transition to alternative accommodation preventing homelessness wherever possible. Homelessness Our aim is to prevent homelessness whenever possible, but we understand that there will be occasions when this is not achievable or is not a safe place for a household to remain. Page 156 of 293
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In these situations, we will ensure households are supported to access help and advice. We will provide suitable, good-quality temporary or emergency accommodation that meets the households needs if required and will endeavour to seek permanent settled housing as quickly as possible to minimise time spent in temporary accommodation. We will also provide relevant support to help the household move on successfully from homelessness and make referrals and linkages to other services should these be needed. Housing & Tenancy Support We recognise that difficult housing circumstances can have a devastating impact on households and in particular, children within families. Adverse Childhood Experiences (ACES) and trauma can be long-term and challenging to overcome. Deep-rooted inequalities are interlinked with housing difficulties such as poverty, disability, fuel poverty, ethnicity and sexuality and can exacerbate housing problems. We will therefore ensure our response takes account of the inter-connectedness and impact of these challenges and provide focused and trauma informed support interventions to resolve housing issues and tackle inequalities. We will work in partnership with statutory and voluntary agencies to enable holistic service provision with the aim of improving safety, health, and wellbeing outcomes. Partnership working Partnership working is fundamental to preventing and alleviating homelessness and this is clearly demonstrated within our LHS and RRTP plan which outlines the strategic and operational commitments of all agencies involved. We are committed to working with other council services and a wider range of partners to achieve the best possible outcomes for those at risk of tenancy failure or those who become homeless. Our aim will be to tackle issues and put the relevant support or interventions into practice to prevent the situation from re-occurring. The partnerships involved are varied and wide ranging and will include the following: • Health & Social Care Services • NHS Lanarkshire • RSL’s and Housing Associations • Private Landlords • Mortgage Lenders • Citizens Advice Bureaux • Money Advice Services • Adaptations, Equipment and Technology providers • Department of Work & Pensions • Police Scotland • Domestic Abuse Services • Scottish Welfare Fund Page 157 of 293
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• Furniture Providers • Support Agencies • Employment Agencies • Other third sector voluntary and charitable organisations Training The Housing Service is committed to ensuring our staff can respond effectively to prevent and alleviate homelessness. Workforce development plans are continually reviewed and incorporate a varied range of learning programmes, but specifically includes trauma informed practice, which is jointly delivered with our partner agencies and will continue to be rolled out across our operational teams. The ethos of tenancy sustainment is underpinned by the delivery of quality housing options and early interventions that can prevent tenancy failure and subsequent homelessness. The national Housing Options Training Toolkit was launched earlier this year and provides holistic learning opportunities with a focus on skills, behaviours, and practical assistance to housing advice staff at a local level. Housing Options activity is further supported by locality HUBS across the country and continuously reviewed National Housing Options Guidance. Evaluation and Monitoring This policy will be subject to regular review and monitoring, to ensure effective implementation and relevance and to support best practice in tenancy sustainment and homeless prevention. This policy will be monitored through the review of PAS and homeless data as well as other information collected through our partnerships on a regular basis and will be used to inform the future development of the policy as part of an annual review process. Page 158 of 293
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref PH/FD Date 31/08/22 Open Market Purchase Scheme Programme of Work P013(2) From Pamela Humphries, Head of Planning and Regeneration E-mail dicksonf@northlan.gov.uk Telephone Fiona Dickson, Development Officer 07581 034 779 Executive Summary The purpose of this report is to provide an update on the progress of the Open Market Purchase Scheme (OMPS). The OMPS enables acquisition of private sector properties that are for sale, and predominately are former public sector stock. The report also seeks approval for a further extension to the scheme to acquire homes from private landlords in certain circumstances, to help prevent homelessness and enable private tenants to remain in their home as a Council tenant. The acquisition of these properties increases housing supply to meet housing need, can potentially enable progression of common works in mixed tenure blocks and in certain cases allow owners to remain in their properties as tenants. It also allows long term empty properties that may be causing a blight in the local community to be brought back into use. Recommendations It is recommended that the Committee: 1) Note the contents of the report and the current challenges in acquiring properties on the open market due to current market conditions. 2) Approve the targeted expansion of the scheme as set out in section 2.6 of the report to help prevent homelessness and enable private tenants to remain within their homes as council tenants. 3) Note that a further update will be provided to committee in 6 months, including potential options for further expansion of the scheme. The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition statement (1) Ensure a housing mix that supports social inclusion and economic growth AGENDA ITEM 11 Page 159 of 293
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1. Background 1.1 The purpose of this report is to provide an update on the progress of the Open Market Purchase Scheme which is an extension of the Empty Homes Purchase Scheme, and to consider proposals to expand the scheme further. The Open Market Purchase Scheme is helping to increase the supply of housing to meet housing need as part of the council’s new supply programme. 1.2 In 2013 the Council established a scheme to purchase empty homes which was particularly targeted at long term empty properties, particularly those that were falling into disrepair or blighting the local communities. Since inception, the Empty Homes Purchase Scheme has brought 295 empty properties back into use at an average cost of £64,750 1.3 In addition to the Empty Homes Purchase Scheme the Enterprise and Housing Committee approved the development and implementation of an Open Market Purchase Scheme on 15th February 2018 and set a target of acquiring 100 properties per annum. In 2018/19 this target was exceeded, and 130 homes were purchased in total. In 2019/20 this number was also exceeded, and 143 properties were purchased in total, and in 2020/21 106 properties were purchased, despite the challenges posed by the Covid pandemic. An ambitious target of 130 properties was set for 2021/22 however due to the competitive market the final figure purchased for 2021/22 was 75 properties. This was mainly due to the buoyancy of the current housing market where homeowners in this sector were able to sell their homes quickly and were being offered more than the value of the Home Report. 1.4 In November 2021 the Housing & Regeneration Committee approved the expansion of the OMPS to allow the council to acquire the last remaining private property in a block to enable common works to progress by allowing the owner occupier to remain in their property as a council tenant. 2. Report 2.1 The Open Market Purchase Scheme has proved to be very popular with over 2,251 enquiries/ applications. In addition to enquiries/applications, staff proactively engage with sellers and their agents within all areas of North Lanarkshire. This allows targeted identification of potential properties to acquire where identified demand exists or to support and enable progression of common works in mixed tenure blocks. Between 1 April 2021 and 31 March 2022, 75 properties were purchased and a further 10 properties have already been purchased in 2022/23 with a further 16 at conveyancing stage. The locations of the properties purchased are outlined below: 2021/22 2022/23 Area Number of Properties Area Number of Properties Airdrie 25 Airdrie 3 Bellshill 2 Bellshill 1 Coatbridge 9 Coatbridge 1 Cumbernauld 6 Cumbernauld 1 Kilsyth 3 Kilsyth 1 Moodiesburn 1 Moodiesburn 1 Motherwell 16 Motherwell 0 Page 160 of 293
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Shotts 3 Shotts 0 Viewpark 4 Viewpark 0 Wishaw 6 Wishaw 2 Total 75 Total 10 2.2 Apartment size by areas - 2 Apartment - 1 bedroom 3 Apartment - 2 bedroom 4 Apartment - 3 bedroom 5 Apartment - 4 bedroom Airdrie 2021/22 2 14 8 1 2022/23 2 1 0 0 Bellshill 2021/22 0 0 2 0 2022/23 0 1 0 0 Coatbridge 2021/22 1 6 2 0 2022/23 1 0 0 0 Cumbernauld 2021/22 0 2 3 1 2022/23 1 0 0 0 Kilsyth 2021/22 0 0 1 2 2022/23 0 0 1 0 Moodiesburn 2021/22 0 1 0 0 2022/23 0 1 0 0 Motherwell 2021/22 4 7 5 0 2022/23 Shotts 2021/22 0 0 0 0 2022/23 0 0 0 0 Viewpark 2021/22 1 1 2 0 2022/23 0 0 0 0 Wishaw 2021/22 0 4 2 0 2022/23 0 2 0 0 2.3 Of the properties purchased in 2021/22, 41 were categorised as having been long term empty properties, and 34 were purchased through the Open Market Purchase Scheme. In 2022/23 the 10 properties purchased to date are all categorised as being long term empty properties although in effect the two schemes have now been merged into one. All of the properties purchased were former council or Development Corporation properties. Page 161 of 293
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2.4 The number of applications for the programme have been lower so far this year compared to other years and more in line with 2021/22. In Quarter 1 of this year there had been 8 homes purchased with a further 12 at conveyancing stage which compares to 6 homes purchased and 21 at conveyancing stage at the end of Quarter 1 in 2021/22. Extrapolating the figure to the end of the year it would seem likely that this year approximately 75 homes will be purchased. This is directly linked to the heated housing market at present where homeowners in this sector of the market are able to sell their homes quickly in the open market. 2.5 In terms of the expansion of the scheme approved at Committee in November 2021, so far there is one owner who has taken up this offer and a number of other blocks have been identified where there is one remaining owner who will be approached to make them aware of the opportunity. 2.6 There is anecdotal evidence that recent legislation changes such as the lifting of the evictions ban post Covid and current market conditions have resulted in a reduction in available properties for rent in Scotland as landlords decide to sell their properties with vacant possession, putting their tenants at risk of homelessness. It is proposed to explore the potential purchase of properties from private landlords where this would help prevent homelessness. This would be on the understanding that the existing tenants would remain in the property and would become a Council tenant. Suitable criteria would be developed in line with current procedures. 2.7 It is proposed to explore options to further expand the Buy Back scheme which could allow other properties to be acquired and brought back into council ownership while allowing owners to remain in their home as tenants. An update on any proposed further expansion of the scheme will be brought back to a future committee for approval. 2.8 As previously reported to committee, there were six owners within the first phase of the re-provisioning programme who required to be bought out, and engagement with these owners has been progressing. Five owners have now sold their properties to the council, and discussions are on-going with the remaining owner while a Compulsory Purchase order is being progressed. In addition, there are five owners in the remaining multi storey flats, all in Motherwell. The Committee previously agreed that the council should seek to purchase these flats and allow owner occupiers to remain as council tenants, should they wish. To date three flats have been purchased and discussions are progressing with the other owners regarding the potential for the council to buy back their flats as soon as possible. 3. Measures of success 3.1 The acquisition of these properties helps the Council meet its Local Housing Strategy objectives to increase housing supply to meet identified need; help bring empty properties back into use, and help improve housing conditions, including energy efficiency. 4. Supporting documentation No appendices Page 162 of 293
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Pamela Humphries Head of Planning and Regeneration 5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? A budget of £10.550m has been allocated in 2022/23 to fund the purchase and repair of properties through the Empty Homes Purchase Scheme and the Open Market Purchase Scheme which includes an estimated contribution of £1.5m from the Scottish Government. As at 13th July £335,491 has been spent on acquisition and repair, and £1.5m has been committed. The average purchase price of the properties acquired in 2022/23 is £70,083 and average repairs cost is £8,684. The Open Market Purchase Scheme is supported by the Scottish Government and in 2021/22 £2.25m of grant funding was received. However confirmation is still awaited from the Scottish Government regarding potential grant funding for properties purchased where owners/ private tenants remain in situ. Funding to acquire properties from owners in the towers/ Phase 1 re-provisioning will be contained within the overall OMPS budget. Funding for the proposed extension of the Open Market Purchase Scheme will be met from the HRA as part of the budget provision for the New Supply Programme. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ Page 163 of 293
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If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☒ No ☐ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The properties purchased will be brought up to the Scottish Housing Quality Standard, which may improve their thermal efficiency and help reduce carbon emissions 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Page 164 of 293
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Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? The expansion of the OMPS to enable certain tenants of private landlords to become North Lanarkshire Council tenants following the purchase of their home may result in increased demand from other landlords/owners who want to be provided with this option. There will therefore be clear criteria set out regarding the eligibility criteria. Page 165 of 293
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref KD Date 31/08/22 Programme of Work – PO 13(3) - Strategic Housing Investment Plan 2023/24-2027/28 From Pamela Humphries, Head of Planning & Regeneration E-mail divink@northlan.gov.uk Telephone Kevin Divin, Development Co- ordinator, 07583089510 1. Background 1.1. The Strategic Housing Investment Plan (SHIP) identifies affordable housing investment priorities that support the achievement of Local Housing Strategy objectives. It is prepared by the council and submitted to the Scottish Government each year and covers a five-year period. The SHIP forms the basis of the Scottish Government’s affordable Housing Supply Programme that funds new affordable housing in the area by the council and Registered Social Landlords (RSLs). 1.2. The deadline for the SHIP 2023/24-2027/28 is 28 October 2022. The SHIP will, therefore, be prepared and submitted to the Scottish Government in accordance with the published guidance. Executive Summary The purpose of this report is to seek approval for projects to be included within the next Strategic Housing Investment Plan (SHIP) 2023/24 – 2027/28 which will be submitted to the Scottish Government on 28 October 2022, subject to approval at this committee. Recommendations It is recommended that the Committee: 1) Endorse the projects previously approved that have been included within the new SHIP, as outlined in Appendix 1 2) Approve the new projects for inclusion within the SHIP as outlined in Appendix 2 and in section 2 of this report. 3) Note that the SHIP will be submitted to the Scottish Government by the due date of 28 October 2022 subject to approval at this committee. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (1) Ensure a housing mix that supports social inclusion and economic growth AGENDA ITEM 12 Page 167 of 293
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1.3. The council’s Affordable Housing Supply Programme Budget allocation for financial year 2022/23 has been confirmed as £32.967m. The budget allocation for the period between 2022/23 and 2026/27 has been confirmed as £132.362m. Due to the difficult tendering climate resulting in significantly increased construction costs, there is a potential that not all the funding allocated for RSL projects will be spent this year. Discussions are progressing with the Scottish Government’s More Homes Division and RSL partners regarding options to bring forward projects within the overall council and RSL programmes to maximise use of the 2022/23 allocation. 2. Report 2.1 A number of previously approved projects are due to progress during the period 2023/24-2027/28 and are included within the new SHIP. These projects are set out in Appendix 1. 2.2 All local RSLs were invited to submit projects they wished to be considered for inclusion within the new SHIP. All potential projects, including the council’s own new build projects, were evaluated in terms of their deliverability and contribution to Local Housing Strategy priorities. The new projects proposed for inclusion within the SHIP for the period 2023/24-2027/28 are outlined in Appendix 2 of this report. The inclusion of projects within the Affordable Housing Supply Programme is subject to project viability, available funding and approval by the Scottish Government. 2.3 The projects outlined in Appendices 1 and 2 are estimated to require approximately £238m of grant funding from the AHSP, which exceeds the projected budget allocation noted in Section 1. Discussions with the Scottish Government More Homes Division and liaison with our RSL partners take place on a regular basis to effectively manage the programme within available resources. It is important to ensure there is an adequate supply of potential projects identified within the SHIP to ensure that the available AHSP funding can be fully allocated and spent during the period up to 2026/27. 2.4 It should be noted that the Affordable Housing Supply Programme is subject to on- going review to reflect available resources and necessary changes to the approved programme, i.e. if sites are not viable or timescales slip. There may also be opportunities that arise to include new sites within the SHIP that contribute to Local Housing Strategy priorities and help ensure that the council maximises investment from the Affordable Housing Supply Programme. 3. Measures of success 3.1 The approval of the SHIP will help the council meet its new supply targets within the Local Housing Strategy and will contribute to meeting local housing need. 4. Supporting documentation Appendix 1 Strategic Housing Investment Plan 2023/24-2027/28 – Previously Approved Priorities Appendix 2 Strategic Housing Investment Plan 2023/24-2027/28 – New Priorities Pamela Humphries Head of Planning & Regeneration Page 168 of 293
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The development of new affordable housing contributes to reducing inequalities through the provision of good quality, energy efficient and accessible homes to meet housing need. The proposals support the council’s strategic priorities and Local Housing Strategy priorities. The proposals also help the council meet its equalities obligations as the new affordable housing will include purpose built housing to meet particular needs and all properties will be built to Housing for Varying Needs standards making them more accessible for anyone with a mobility difficulty. If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☒ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The Affordable Housing Supply Programme is administered by the Scottish Government and provides grant funding for the council’s and housing associations’ new build programmes. The proposed projects to be included within the SHIP 2023/24-2027/28, as set out in Appendices 1 and 2 of this report, include all council new build sites approved by committee for development. Scottish Government’s new baseline benchmark assumptions have increased from £57,000 to £71,500 per unit (based on 3 person equivalent) as well as additional grant funding available for the following Additional quality measures benchmarks: • Delivering homes to Section 7, Silver Level, of the 2019 Building Regulations in respect of Energy for Space Heating (i.e. full Bronze Level plus Aspect 2 of Silver Level) - £2,000 per unit (3 person equivalent benchmark) • Provision of balconies within flatted developments where the provision of private or communal outdoor space cannot otherwise be accommodated - £4,000 per unit (3 person equivalent benchmark) • Provision of space for home working or study – £3,500 per unit (3 person equivalent benchmark) • Ensuring that all new social rented housing is digitally-enabled – £300 per unit (3 person equivalent benchmark) • Installation of ducting infrastructure for electric vehicle charge point connectors - £500 per unit (3 person equivalent benchmark) • Installation of automatic fire suppression systems - £3,000 per unit (3 person equivalent benchmark) • Installation of heating systems which produce zero direct emissions at the point of use - £4,000 per unit (3 person equivalent benchmark) Page 169 of 293
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5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☒ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? In terms of the environmental impact, the SHIP has been considered through the Strategic Environmental Assessment (SEA) as required by The Environmental Assessment (Scotland) Act 2005 and there are no major issues of relevance identified. The new homes will be built to modern standards and as a result be more energy efficient contributing to the reduction in CO2 emissions. 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ Page 170 of 293
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If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? The current construction market has been impacted by various cost and resource issues due to major global events such as the Coronavirus Pandemic and more recently the conflict within Ukraine. These have impacted upon the availability of resources which has led to marked increases in construction costs and thereby tender prices. The result of this is an increased potential for some projects to become non- viable. There is a risk that the projected timescales for sites included in the Strategic Housing Investment Plan may slip or that some sites may not be viable which could result in a loss of potential available funding for the area. As noted within the report there has been a reduction in projected RSL spend projections with a reduced number of completions which is currently impacting the projected spend for 2022/23. However as outlined in section 2, this risk is mitigated through the on-going review of the programme and inclusion of new projects where appropriate. A slippage allowance is also built into the programme to allow projects to be brought forward to help maximise spend each year. There is a risk that not all of the projects identified can be funded within the 2023/24-2027/28 timescale. However, the programme will be regularly reviewed and projects phased to take account of available resources, or the Council/housing association can opt to front fund projects and receive subsidy at a later date. The planning and delivery of the Affordable Housing programme is the subject of on-going dialogue with the Scottish Government to ensure effective delivery and to maximise investment in North Lanarkshire. Page 171 of 293
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Appendix 1 Strategic Housing Investment Plan 2023/24-2027/28 Previously Approved Priorities Project Developer No. of Units Cumbernauld South CGA NLC 50 Berwick Street, Coatbridge NLC 19 Community Road, Bellshill NLC 29 1-13 Bank Street, Coatbridge NLC 19 AHP – Gateside / Hornshill Farm, Stepps NLC 30 Dykehead Rd, Airdrie NLC 150 Former Columba High School, Coatbridge NLC 130 Northburn Avenue, Airdrie NLC 31 Gowkthrapple, Wishaw (Phase 1) NLC 105 Gowkthrapple, Wishaw (Phase 2) NLC 100 Glenmavis – Village Site NLC 21 Laburnum Road, Viewpark NLC 26 Orrs Building, S Bridge St, Airdrie NLC 20 Shawhead, Coatbridge NLC 111 Motherwell Town Hall, Hamilton Road, Motherwell NLC 20 Thorn Road, Bellshill NLC 26 Gartferry Road, Chryston NLC 22 Former Cumbernauld Village PS, Glasgow Road, Cumbernauld Village NLC 8 Former Police Station, Main Street, Glenboig NLC 6 Brandon Street, Motherwell NLC 49 Graham Street, Wishaw NLC 18 Kings Street, Wishaw NLC 5 Kings House, Wishaw NLC 17 Caledonian Road, Wishaw NLC 9 Glenacre Drive, Airdrie NLC 16 Gibb Street, Chapelhall NLC 25 Kildonan Street, Coatbridge NLC 49 Millcroft Road, Cumbernauld (new build) NLC 72 Airdriehill Street, Airdrie NLC 75 Calderigg Place, Airdrie NLC 30 Former Petersburn PS, Petersburn Road, Airdrie NLC 40 Ravenscliff Road, Ravenscraig NLC 24 Coshneuk Road, Stepps NLC 12 Lorne Place, Coatbridge (OTS) NLC 24 Auchengeich Miners, Gartferry Road, Moodiesburn (AHP) NLC 12 Former Kingfisher Building, Dowanfield Road, Cumbernauld (AHP) NLC 24 Page 172 of 293
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Former Work Pensions Building, 1-3 South Circular Rd, Coatbridge (OTS) NLC 39 Cleland Club, Main Street, Cleland CVHA 28 East Avenue, Carfin CVHA 24 Overtown PS, Overtown CVHA 17 Parkfoot Street, Kilsyth CVHA 32 Bellaville Grove, Chryston CVHA 24 Mill Loan, Airdrie CVHA 16 Abernethyn Road, Newmains CVHA 35 1-23 Alexander Street, Airdrie CVHA 20 Balmalloch Road, Kilsyth CVHA 12 Philip Murray Road, Bellshill CVHA 51 Leslie Street, Motherwell CVHA 13 Coatbridge Road, Glenmavis CVHA 20 Melrose Avenue, Holytown CVHA 26 Woodside Street, Coatbridge CVHA 9 Gartloch Road, Gartcosh SSHA 24 Ellis Street, Coatbridge Link 36 Caledonian Road, Wishaw (ML2 8LP) Link 21 Burns Road, Cumbernauld (multis) SSHA 131 Heathfield Farm, Gartcosh SSHA 44 Main Street, Wishaw Trust 42 137 Craigneuk Road, Motherwell Trust 43 Reema Road, Bellshill Trust 48 Former United Reform Church, Bank Street, Coatbridge Trust 17 Balmalloch Road, Kilsyth Wheatley 18 Lennox House, Cumbernauld Wheatley 40 Woodneuk, Gartcosh Wheatley 18 Berryknowe Avenue, Chryston CHA 10 Stirling Street, Airdrie Nutrire 8 East Muir Street, Wishaw SVGCA 8 Total 2298 Key CGA – Community Growth Area AHP – Affordable Housing Policy site (off the shelf purchase) CVHA – Clyde Valley Housing Association SSHA – Sanctuary Scotland Housing Association CHA – Caledonian Housing Association SVGCA – Scottish Veterans Garden City Association Page 173 of 293
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Appendix 2 Strategic Housing Investment Plan 2023/24-2027/28 New Priorities Project Developer No. of Units Empty Home Purchase Scheme NLC 250 Kirkwood Sports Pitches, Coatbridge * NLC 100 Coursington and Draffen St, Motherwell NLC 60 Dunbeth, Coatbridge NLC 170 Former St. Marys Primary School site, Caldercruix * NLC 25 Masonic Hall, Motherwell * NLC 10 Affordable Housing Policy site - Johnston Road, Gartcosh (Phase 2) * NLC 12 Main Street, Coatbridge * NLC 40 Roberts Street, Wishaw Link 39 HMRC site, St Mungos, Cumbernauld SSHA 154 Hogg Street, Airdrie Trust 36 Constarry Road, Croy Wheatley 15 Hollandhurst Road, Coatbridge CVHA 20 Total 931 Key OTS – Off The Shelf Purchase CVHA – Clyde Valley Housing Association SSHA – Sanctuary Scotland Housing Association *subject to approval at this committee Page 174 of 293
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref TM/KD Date 31/08/22 Future New Build Sites From Pamela Humphries, Head of Planning & Regeneration E-mail divink@northlan.gov.uk Telephone Kevin Divin, 07583 089 510 1. Background 1.1 The council has an approved target to deliver 5,000 new homes by 2035, which although predominantly new build homes also includes properties purchased through the council’s Buy Back Schemes. To date, 954 new build homes have been completed, with a further 383 homes under construction. In addition, 570 homes have been purchased through the Buy Back schemes as at 12th July 2022. A summary of progress with the new build programme is attached at Appendix 1 Executive Summary The council has an adopted target to deliver 5,000 new affordable rented homes by 2035. To date 954 new build houses have been completed with a further 383 homes under construction. To ensure an adequate supply of sites for the new build programme, potential council owned sites continue to be evaluated for their suitability for inclusion within the programme. The sites outlined within this report have been assessed and are recommended for inclusion within the new-build programme subject to the conclusion of detailed ground investigations, full title checks and appropriate statutory consents. Recommendations It is recommended that the Committee 1) Approves the inclusion of the proposed sites, as outlined in section 2.1 and Appendix 2 of this report, within the new-build programme. 2) Approves the potential off the shelf purchase of completed homes at Johnston Road, Gartcosh - Phase 2 as outlined in section 2.3 The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (1) Ensure a housing mix that supports social inclusion and economic growth AGENDA ITEM 13 Page 175 of 293
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2. Report 2.1 To ensure an adequate supply of sites for the new build programme, potential sites continue to be evaluated for their suitability for inclusion within the programme. The sites outlined below have been identified and are recommended for inclusion within the new-build programme subject to the conclusion of detailed ground investigations, full title checks and relevant statutory consents. It is proposed that development be considered at the following sites: • Kirkwood Sports Pitches, Coatbridge – approximately 100 units. • St Mary’s former primary school site, Caldercruix – approximately 25 units. • Thorn Road, Bellshill – approximately 26 units • Airdriehill Road, Airdrie – approximately 75 units • Masonic Hall, Hope Street, Motherwell – approximately 10 units (potential conversion of existing premises) • Main Street, Coatbridge – approximately 40 units 2.2 The proposed projects at the Masonic Hall, Motherwell and Main Street, Coatbridge are both priority town centre sites which support delivery of the Town Visions as part of the council’s commitment to town centre regeneration. Both projects are at an early stage of design development / feasibility. The land assembly is still progressing at Main Street, Coatbridge and may require a Compulsory Purchase Order. 2.3 It is also proposed to progress the potential ‘off the shelf’ purchase at the following location, as part of the Affordable Housing Policy obligation that applies to this sites: • 12 new homes (4 x 2-bed cottage flats and 8 x 3-bed terraced houses) at Johnston Road, Gartcosh - Phase 2 (AHP) from Bellway; The acquisition price will be subject to a future report to Finance and Resources Committee. 2.4 Site location plans are included for each of these sites within Appendix 2 to this report. 2.5 Consultation with local elected members and North Lanarkshire Federation of Tenants and Residents Associations has been undertaken for both the new build and proposed off the shelf acquisition and no objections to these sites have been received. 3. Measures of success 3.1 The success of the council’s new supply programme is measured in terms of: • Achievement of target completions of 5,000 completions by 2035. • Delivery of projects within budget. • Quality of housing delivered. 4. Supporting documentation Appendix 1 Summary of New Build programme Appendix 2 Site Locations Page 176 of 293
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Pamela Humphries Head of Planning & Regeneration Page 177 of 293
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The new build programme includes measures that will help reduce inequalities of outcome through certain design features including: • Housing for Varying Needs to make homes as accessible as possible; • Secure by Design to make homes and the surrounding environment as safe and secure as possible. • Achieving the Scottish Government requirements for Greener Homes to • reduce the incidence of fuel Poverty. • Facilitating improved access to high speed internet capabilities including installation of ‘fibre to the property’. • The above features are also part of the specification requirement for off the shelf properties. If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☒ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The cost of constructing or purchasing these homes will be contained within the overall budget for the new build programme within the Housing Revenue Account. There is a grant from the Scottish Government towards the cost of the new homes which is from a minimum of £71,500 per unit 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? Page 178 of 293
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5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? There are no direct Technology/Digital impacts directly arising from this report. The scope of the new homes includes Cat5e cabling to support home networking and Fibre to the Premises (FTTP) for digital connectivity as part of the ‘future-proofing’ of North Lanarkshire Council’s new housing stock. This is also part of the specification requirement for off the shelf properties. Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Intrusive ground investigations will be undertaken as part of the due diligence associated with determining the suitability of sites for development. This is undertaken in liaison with North Lanarkshire Council’s Environmental Health (Pollution Control) to ensure that appropriate investigations are undertaken. The new homes are built to higher energy efficiency and sustainability standards, which helps to reduce future carbon emissions from the properties. This is done via a fabric first approach to development, while incorporating renewable technologies where appropriate. The Council’s New Supply Programme will ensure that the impact on the Council’s carbon footprint is mitigated. The specifications incorporated within the contract documentation will: deliver reduced energy need; encourage sustainable construction; promote health and wellbeing; reduce waste and resources through effective storage, collection and composting of waste and recyclable materials and; include measures which will reduce CO2 emissions). For off the shelf purchases all such statutory consents would apply and other considerations are included in the negotiations including specification agreement between the Council and Developers prior to acquisition. Page 179 of 293
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5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Risk associated with the New Supply Programme is managed within the Enterprise & Communities Resources Risk Register process. By undertaking detailed Ground Investigation and other relevant site assessments, prior to proceeding with the development of any particular site, the council is mitigating the risk of unforeseen costs relating to ground conditions, although this risk cannot be eliminated entirely. In the case of off the shelf purchases these risks are borne by the developer. Page 180 of 293
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Appendix 1 New Build Sites Summary Page 181 of 293
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Chryston Chilterns Care Home 21 On Site Plains Plains PS 16 On Site Airdrie Dykehead Road (Holehills) 150 On Site Airdrie Northburn Place 31 On Site Bellshill Community Road 29 On Site Airdrie Former Orrs Building (Wilson) 20 On Site Wishaw Castlehill Road, Gowkthrapple (Phase 1) 97 On Site Coatbridge Berwick St 19 On Site Sub total 383 On site Cumbernauld Community Growth Area 75 Site currently being marketed Motherwell Mabel Street 20 Planning app approved Glenmavis McArthur Ave 21 Planning app approved Coatbridge Columba High School 130 Design development underway Viewpark Laburnum Rd 26 Planning app approved Coatbridge Bank Street 9 Planning app approved Airdrie Glenacre Drive 16 Planning app approved Chapelhall Gibb Street 25 Planning app submitted Wishaw Graham Street 13 Planning app submitted Coatbridge Kildonan Street 49 Design development underway Cumbernauld Former Cumbernauld Village PS 8 Planning app approved Glenboig Former Police Station, Main Street 7 Planning app submitted Motherwell Brandon Street 48 Planning app approved Wishaw King Street 5 Planning app submitted Wishaw Stewarton Street & Kings House 17 Design development underway Motherwell Former BRE, Ravenscliff Rd, Ravenscraig 24 Planning app submitted Motherwell Former Motherwell Town Hall 20 Planning app approved Airdrie Calderigg Place 42 Design development underway Airdrie Former Petersburn PS 40 Planning app submitted Millerston Coshneuk Road 16 Approved at Committee - Sept 2021 Wishaw Caledonian Road 9 Planning app submitted Sub total 620 Design development underway Coatbridge Shawhead 111 Re-provisioning site Coatbridge Dunbeth 170 Re-provisioning site Motherwell Coursington 60 Re-provisioning site Sub total 341 Re-provisioning sites R e - p r o v i s i o n i n g O n S i t e D e s i g n D e v e l o p m e n t U n d e r w a y Chryston Gartferry Road (Allanwater) 22 Off the shelf Purchase approved at Committee Stepps Gateside / Hornshill Farm (Barratt) 30 Off the shelf Purchase approved at Committee Coatbridge Lorne Place (Allanwater) 24 Off the shelf Purchase approved at Committee Moodiesburn Auchengeich, Gartferry Road (Bellway) 12 Off the shelf Purchase approved at Committee Cumbernauld Kingfisher, Dowanfield Road (Zoom) 24 Off the shelf Purchase approved at Committee Coatbridge Former DWP Offices, South Circular Road (ML5 Limited) 39 Off the shelf Purchase approved at Committee Sub total 151 Future off the shelf purchases from developers Total 2449 O f f T h e S h e l f Page 182 of 293
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Appendix 2 General Outline of Site Locations • Kirkwood Sports Pitches, Coatbridge – approximately 100 units: • Former St Mary’s PS, Caldercruix – approximately 25 units: Page 183 of 293
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• Thorn Road, Bellshill – approximately 26 units • Airdriehill Road, Airdrie – approximately 75 units • Masonic Hall, Hope Street, Motherwell – approximately 10 units Page 184 of 293
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• 12 new homes (4 x 2-bed cottage flats and 8 x 3-bed terraced houses) at Johnston Road, Gartcosh - Phase 2 (AHP) from Bellway; Page 185 of 293
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• Main Street, Coatbridge – approximately 40 units Page 186 of 293
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref TM/PH Date 31/08/22 Millcroft Road, Cumbernauld, Compulsory Purchase Order From Pamela Humphries, Head of Planning & Regeneration E-mail mallaghant@northlan.gov.uk Telephone Tony Mallaghan, tel 07970 016 251 Executive Summary The purpose of this report is to seek Committee approval to write off debts due to the Council by owners of the properties at Millcroft Road, Cumbernauld (“the Properties”) which are currently secured to the Council by way of Repayment Charge and Notice of Payment of Grant (together “the Debts”) in order to further strengthen the case for the Compulsory Purchase Order (CPO) at Millcroft Road being confirmed by the Scottish Government. This is necessary to successfully implement the regeneration proposals at Millcroft Road. This report also seeks approval to voluntarily acquire properties at Millcroft Road should the Compulsory Purchase Order be confirmed by the Scottish Government, and to agree that residents who require re-housing will be entitled to additional ‘demolition points’ on their Common Housing Register application, following confirmation of the CPO. Recommendations It is recommended that Committee: 1. Approve the write off of debts as outlined in section 2 of this report to support the CPO at Millcroft Road; and 2. Approve the voluntary acquisition of further properties at Millcroft Road should the CPO be confirmed by the Scottish Government. 3. Approve the allocation of priority points under category of demolition to Millcroft Road residents to assist with rehousing following confirmation of the CPO The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (1) Ensure a housing mix that supports social inclusion and economic growth AGENDA ITEM 14 Page 187 of 293
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1. Background 1.1 The Housing and Regeneration Committee in November 2021 approved the strategy for the Council to progress the Compulsory Purchase Order for acquisition of 168 flats, with subsequent demolition and provision of new build housing at Millcroft Road. 1.2 A number of properties currently have Debts secured over them (38 in total). The Debts require to be addressed by the Council prior to submission of the CPO because the Council need to carefully consider the impact of the CPO on affected parties and how that impact can be mitigated. 1.3 In November 2021 Committee agreed to the voluntary acquisition of properties for those owner occupiers at Millcroft Road who were interested in moving to the nearby development at Burns Road (which is being delivered by Sanctuary (Scotland) Housing Association). Rehousing efforts are currently underway for these owner occupiers. 1.4 As part of its case for the CPO, as set out in its Statement of Reasons, the council must demonstrate it is doing everything possible to support the re-housing of residents affected by the CPO and help address the negative financial impact the CPO may have on owners and residents. This report therefore seeks approval for measures which will further support the CPO, and will assist with re-housing should the CPO be confirmed. 2. Report 2.1 In order to build the strongest possible case to support the CPO it is proposed that the council write off outstanding debt owed to the council for previous maintenance works to reduce the financial impact on these owners, who may already be in a negative equity position. The council is doing what it can to reduce the financial impact on owners affected by the CPO, as well as supporting the re-housing of owner occupiers and residents. 2.2 Following urgent maintenance work carried out to the Properties by the Council, various charges were registered in 2014. The charges registered can be categorised as noted below. 2.3 Maintenance Order The Repayment Charges were registered against the Properties to recover expenses incurred by the Council for the maintenance work. The sum due by each property owner concerned is detailed in the repayment charge and registered against the title. The total sum outstanding under the repayment charges is currently £124,796.86. 2.4 Notice of Payment of Grant (“NOPG”) The Council also offered grants of £500 to applicable owners and NOPGs were registered against the title as a result. The NOPG are live for 10 years and automatically cease to become enforceable after that period and, as such, the NOPGs will cease to become enforceable in 2024. The NOPGs are not repayable provided the property is used as a dwelling-house, used as a principal residence and maintained in good order. The sale of the property is not a payment trigger under the terms of the NOPGs and, as such, the sums due under the NOPGs do not strictly fall due to the Council as a Page 188 of 293
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result of the CPO. However, in order to support the case for the CPO which will be carefully considered by Scottish Government, through writing these debts off it will make it clear that the Council is doing what it can to support owners that are affected by the CPO. The total value of the NOPGs awarded is £20,500. 2.5 It is recommended that the Debts be written off to assist the owners of the Properties who will be impacted by the CPO. The Council has the ability to mitigate the impact of the CPO on affected parties by writing off the Debt which will allow the council to assist, as far as possible, with rehousing by reducing any negative financial implications. The current total value of the debts is £145,296.86 2.6 Mechanism for writing off debts The Council’s Financial Regulations require Committee approval to write-off individual debts of greater than £500 that are deemed to be irrecoverable. Due to the CPO process affecting these properties and related debts it is deemed that these debts are no longer collectible. In this instance, the justification for writing-off the outstanding debts is to support the successful delivery of a key regeneration programme. It is worth noting that the decision to write-off these debts does not create a new financial implication for the Enterprise and Communities service because in closing the Council’s annual accounts for 2021/22, a provision for expected credit losses (historically called a bad debt provision) was created to support the cost of this write-off process. 2.7 Voluntary Acquisitions If the CPO is confirmed, then it is proposed that the Council will consider further voluntary acquisitions ahead of the Vesting Date. This will primarily be in order to assist with re-housing owner occupiers. Consideration will also be given to voluntary acquisitions from other remaining owners. Committee is asked to approve further voluntary acquisitions following Confirmation of the CPO. 2.8 Owners and tenants of private landlords will be given full housing options advice regarding re-housing options including through the Common Housing Register. It is proposed to award residents priority points under the category of demolition, following confirmation of the CPO, as well as other assessed housing need in line with Council’s Housing Allocation Policy, to assist with the re-housing process. 3. Measures of success 3.1 Successful delivery of the Compulsory Purchase Order and rehousing of residents at Millcroft Road 4. Supporting documentation No Supporting documentation Page 189 of 293
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Pamela Humphries Head of Planning & Regeneration Page 190 of 293
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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? An Equality Impact Assessment has been conducted for the CPO and rehousing element of the project. The council will provide support, such as translation services and housing advice to property owners and tenants as required. If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☒ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The total outstanding debt of £145,296.86 equates to 0.8% of the estimated total project costs. There are no additional financial implications linked to this report for the current financial year because a corresponding provision for expected credit losses has been included in the previous year’s annual accounts. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☒ No ☐ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The proposals reflect the legal advice received. 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☒ No ☐ Page 191 of 293
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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 ☒ Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☒ If Yes, please provide a brief summary of the impact? Owners, residents and elected members are kept up to date regarding the Millcroft Road project and a dedicated project team has been established to help ensure effective communication with all those affected by the proposed CPO and to assist owners and residents with re-housing. It is recognised that the proposal to write off outstanding debts and the rationale for this will need to be clearly communicated to interested parties. 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ A risk register has been developed to capture and help mitigate potential risks in accordance with Project Management Guidelines. There are a number of risks to the Council, including those associated with the confirmation, or otherwise, of the CPO; financial risks in terms of project costs, and the re-housing of owner occupiers and tenants. The proposals outlined in this report are considered necessary in order to reduce the risk of the CPO not being confirmed and to demonstrate that the council is doing what it can to mitigate the financial impact on affected owners, and supporting the re- housing of residents. It is recognised that there may be a negative reaction from owners who have already paid the debt, but on balance it is considered that the risk of the CPO failing if these debts are not written off is significant and therefore is a necessary step to take. This therefore does not create a precedent for writing off debts owed to the council in the future. Page 192 of 293
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref PH/TM Date 31/08/22 New Housing Supply Programme – Procurement Report From Pamela Humphries, Head of Planning and Regeneration E-mail mallaghant@northlan.gov.uk Telephone Tony Mallaghan, Housing Development Manager, 07970 016251 Executive Summary The purpose of this report is to update the Committee on current procurement activity relating to the new build housing programme and seek approval to progress procurement arrangements as outlined in the report. Recommendations It is recommended that the Housing Committee: 1) Approve the procurement of call off contracts in line with the Scottish Procurement Alliance (SPA) H2 framework agreement conditions for the construction of new build housing at Coshneuk Road, Millerston up to the value of £4.00M, including contingency allowance. 2) Approve the procurement of call off contracts in line with the Scottish Procurement Alliance (SPA) H2 framework agreement conditions for the construction of new build housing at Main Street, Glenboig up to the value of £1.50M, including contingency allowance. 3) Approve the award of a call off contract in line with the Scotland Excel New Build Residential Framework for the construction of new build housing to CCG (Scotland) Ltd at Ravenscliff Road, Motherwell up to the revised value of £5.40M, including contingency allowance. 4) Approve the procurement of call off contracts in line with the Scottish Procurement Alliance (SPA) H2 framework agreement conditions for the construction of new build housing to Hadden Construction Limited at Graham Street, Wishaw, up to the revised value of £3.25M, including contingency allowance. 5) Approve the procurement of call off contracts in line with the Scottish Procurement Alliance (SPA) H2 framework agreement conditions for the construction of new build housing to Hadden Construction Limited at Kings Street, Wishaw, up to the revised value of £1.25M, including contingency allowance. 6) Approve the procurement of call off contracts in line with the Scottish Procurement Alliance (SPA) H2 framework agreement conditions for the construction of new build housing to Hadden Construction Limited at Stewarton Street and Kings House, Kings Street, Wishaw, up to the revised value of £4.25M, including contingency allowance. 7) Approve the procurement of call off contracts in line with the Scottish Procurement Alliance (SPA) H2 framework agreement conditions for the construction of new build AGENDA ITEM 15 Page 193 of 293
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1. Background 1.1 The Council has an approved target to deliver 5,000 new homes by 2035. The delivery of such a large scale programme presents a number of challenges, not least of which is the procurement of contractors to build the houses to the required standard, within the timescale required and at a competitive cost. In order to increase the pace of delivery, secure best value and minimise risk to the Council, a range of procurement options have been utilised. 1.2 The Council has also participated in the establishment of a new build framework agreement through Scotland Excel, which has been available for use from August 2019. This framework agreement is for the delivery of new build housing projects for Scottish local authorities, housing associations and other public bodies and includes a number of lots covering different geographical areas and different sized developments. 1.3 The Housing and Regeneration Committee on the 25 November 2020 approved the procurement route for the next phase of the new build programme to commence procurement activity with the Scottish Procurement Alliance (SPA) and Scotland Excel New Build Residential framework to deliver the next phase of new build sites approved by the Committee. As reported at the Housing and Regeneration Committee on the 8 September 2021, due to the current capacity issues in the market we intend to utilise the ability in the SPA and Scotland Excel Frameworks to direct award to available contractors, including to contractors who are not highest ranking. Justification for the identification of a contractor can be made by complying with the direct award criteria listed in the respective frameworks, with a contract award being subject to value for money assessment against the framework rates. A benchmarking appraisal was carried out for each project and is identified in each projects Sourcing Methodology. 1.4 The requirements of the Contracts have never been contracted before by the Council therefore historical contract information is not available. housing to Hadden Construction Limited at Former Methodist Church Site, Caledonian Road, Wishaw, up to the revised value of £2.25M, including contingency allowance. 8) Approve the award of a call off contract in line with the Scotland Excel New Build Residential Framework for the construction of new build housing to McTaggart Construction at Glenacre Drive, Airdrie, up to the value of £3.550M, including contingency allowance. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (1) Ensure a housing mix that supports social inclusion and economic growth Page 194 of 293
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2. Report 2.1 The Housing and Regeneration Committee on the 8 September 2021 approved the procurement route for the next phase of the new build programme to commence procurement activity with the Scottish Procurement Alliance (SPA) and Scotland Excel New Build Residential framework to deliver the next phase of new build sites to direct award to available contractors, including to contractors who are not highest ranking, subject to value for money assessment. 2.2 The Council intends to engage with contractors on the Scottish Procurement Alliance (SPA) H2 framework for the following two projects: • Main Street, Glenboig, (Up to 6 units), up to the value of £1.50M, including contingency allowance Feasibility costs will be obtained and analysed to ensure 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 Housing and Regeneration Committee in May 2021 approved the procurement of a call off contract in line with the Scotland Excel New Build Residential Framework for the construction of new build housing to CCG (Scotland) Ltd Construction at Ravenscliff Road, Motherwell, (24 units), up to the value of £4.75M, including contingency allowance. CCG (Scotland) Ltd have submitted a revised cost of £5.40M, including contingency allowance. The tender cost obtained is considered to represent best value and, and the rates have been benchmarked against the appropriate framework rates with an allowance for current market conditions, to allow the contract award to be made. 2.4 As approved by the Housing and Regeneration Committee in November 2021 the Council has engaged with Hadden Construction Limited, who were the highest ranking contractor on the Scottish Procurement Alliance (SPA) H1 framework to deliver these sites. The H1 framework has now expired, and the contract award will be made to Hadden Construction Limited under the H2 framework conditions. Revised feasibility costs have been received for Graham Street, Wishaw and the feasibility costs for the three remaining sites are awaited. Projections have been made for these on the basis of the Graham Street feasibility costs. • Graham Street, Wishaw (Up to 13 units), up to the revised value of £3.25M, including contingency allowance. • Kings Street, Wishaw, (Up to 5 units), up to the revised value of £1.25M, including contingency allowance • Stewarton Street and Kings House, Kings Street, Wishaw, (Up to 17 units), up to the revised value of £4.25M, including contingency allowance. • Former Methodist Site, Caledonian Road, Wishaw, (Up to 9 units), up to the revised value of £2.25M, including contingency allowance The feasibility costs 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. • Coshneuk Road, Millerston, (Up to 16 units), up to the value of £4.00M, including contingency allowance Page 195 of 293
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2.5 The Housing and Regeneration Committee in November 2021 approved the procurement of a call off contract in line with the Scotland Excel New Build Residential Framework for the construction of new build housing to McTaggart Construction at Glenacre Drive, Airdrie, (16 units), up to the value of £3.255M, including contingency allowance. McTaggart Construction have submitted a revised cost of £3.550M, including contingency allowance. The tender cost obtained is considered to represent best value and, and the rates have been benchmarked against the appropriate framework rates with an allowance for current market conditions, to allow the contract award to be made. Next Steps 2.6 The next batch of sites will be reviewed, and a suitable procurement route will be identified to progress these projects to deliver new build housing to align with the Plan for North Lanarkshire. Price Savings / Increases 2.7 There are no cashable savings attributed to the Contract. Price Stability 2.8 The pricing mechanism is a Priced Contract with Activity Schedule offering a good level of cost certainty. Community Benefits 2.9 The Council is committed to maximising the delivery of community benefits. The procurement included a community benefit requirement, this approach is designed to deliver local community benefits where possible. The successful Tenderers have committed to delivering a range of community benefits and these are awaited in the final submission. These are detailed in each table below: Ravenscliff Road, Ravenscraig, Motherwell OUTCOME No of Mandatory Outcomes 12 Month Job for Long Term Unemployed 2 Work Experience Placement (16+ Years of Age) 5 Financial Support for a Community Project 3 Non Financial Support for a Community Project 3 TOTAL 13 Page 196 of 293
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Glenacre Drive, Airdrie OUTCOME No of Mandatory Outcomes New Sustainable Jobs for entrants from Key Priority Groups 1 Work Experience Placement (16+ Years of Age) 6 Careers Event 3 Supply Chain briefing with SMEs 1 Financial Support for a Community Project 1 Non Financial Support for a Community Project 4 TOTAL 16 Fair Work First 2.10 All contractors appointed to the New Build Residential Framework and the Scottish Procurement Alliance (SPA) H1 framework have evidenced Fair Work practices and demonstrated how they will promote them in the delivery of contract call-offs from the Framework. Contract Strategy 2.11 Officers from New Supply will be responsible for managing the Contract which will be undertaken in accordance with the council’s agreed approach to contract and supplier management. 3. Measures of success 3.1 The proposed contract awards detailed within this report will deliver the following outcomes: a) The appointment of Contractors who have the experience and capability to deliver new build social housing; b) The procurement procedure is compliant with the procurement legislation and internal procedures; c) That best value is both demonstrable and achieved; d) That the Contract secures a range of community benefits; e) That the Contract supports payment of the real Living Wage to staff employed in the delivery of the Contract; f) That the Contract performance is proactively managed against a number of Key Performance Indicators. Page 197 of 293
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4. Supporting documentation Appendix 1 Summary of Procurement Procedures Appendix 2 SME Status of all Tenderers Pamela Humphries Head of Planning and Regeneration Page 198 of 293
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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 Council’s new build programme helps reduce inequalities through a number of design specifications including: • Housing for Varying Needs; • Secure by Design; • Achieving the Scottish Government requirements for “Greener Homes” to reduce the incidence of fuel Poverty; and • The inclusion of design standards relating to access to internet capabilities including ‘fibre to the property’. If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☒ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The funding for all of the projects referred to in this report can be met from the Council’s Housing Revenue Account budget for the New Supply Programme. Grant support is also provided by the Scottish Government. The costs associated with contract delivery will be contained within the New Supply budget. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☒ No ☐ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☒ No ☐ 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Page 199 of 293
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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 technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☒ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The proposed award of contracts detailed within this report will ensure that the impact on the Council’s carbon footprint is mitigated. The specifications incorporated within the contract documentation will: deliver reduced energy need; encourage sustainable construction; promote health and wellbeing; reduce waste and resources through effective storage, collection and composting of waste and recyclable materials and; include measures which will reduce CO2 emissions. 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The implementation and delivery of the New Supply programme will be promoted through the New Supply PR plan and via communications with elected members and local stakeholders 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ Page 200 of 293
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If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Risk associated with the New Supply Programme is managed within the New Supply Risk Register process. By undertaking detailed ground investigation and other relevant site assessments prior to proceeding with the development of any particular site, the Council is mitigating the risk of unforeseen costs relating to ground conditions, although this risk cannot be eliminated entirely. However, the main current risk to the current procurement is the sharp increase in the cost of materials, fuel, energy fuelling high inflation and the lack of available and suitably qualified and experienced tradespersons resulting in higher labour costs. The Building Cost Information Service (BCIS) forecasts that the current trend of increases in costs will extend into the 1Q2023. Page 201 of 293
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Appendix 1 Summary of Procurement Procedures Construction of New Build Social Housing at Ravenscliff Road, Ravenscraig, Motherwell Procurement Title Contractor Design and Construction of New Build Social Housing at Ravenscliff Road, Ravenscraig, Motherwell Estimated contract start date September 2022 – October 2023 Initial Contract Period 13 Months Contract Defects Period 12 Months Estimated Total Contract value £5,375,800 (£5,105,641 + £270,159) Contract Reference Number NLC-CPT-21-061 Contract Notice Reference Not Applicable Date Contract Notice Published Not Applicable Governing UK Regulations Procurement (Scotland) Regulations 2016 Procurement Procedure Direct Award from a 3rd Party Framework Evaluation approach adopted Not Applicable Interest List – number of Contractors that downloaded the procurement documents from the procurement portal N/A Number of selection stage documents received N/A Number of Contractors invited to tender 1 Number of tenders received 1 Number of non-compliant tenders 0 Number of compliant tenders 1 Number of recommended contractors 1 Basis of contract award Quality 40% Price 60% Evaluation team names and job titles of Evaluators and their role in evaluation New Supply Page 202 of 293
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Construction of New Build Social Housing at Glenacre Drive, Airdrie Procurement Title Contractor Design and Construction of New Build Social Housing at Glenacre Drive, Airdrie Estimated contract start date October 2022 – November 2023 Initial Contract Period 13 Months Contract Defects Period 12 Months Estimated Total Contract value £3,550,000 (£3,353,718 + £196,282) Subject to checking Contract Reference Number NLC-SLP-22-065 Contract Notice Reference Not Applicable Date Contract Notice Published Not Applicable Governing UK Regulation Public Procurement Regulations (Scotland) 2015 Procurement Procedure Direct Award from a 3rd Party Framework Evaluation approach adopted Not Applicable Interest List – number of Contractors that downloaded the procurement documents from the procurement portal N/A Number of selection stage documents received N/A Number of Contractors invited to tender 1 Number of tenders received 1 Number of non-compliant tenders 0 Number of compliant tenders 1 Number of recommended contractors 1 Basis of contract award Quality 40% Price 60% Evaluation team names and job titles of Evaluators and their role in evaluation New Supply Page 203 of 293
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Appendix 2 SME Status of all Tenderers Project Tenderers Name Size of Tendering Organisation (Micro, Small, Medium or Large) Location (Local Authority / Council Area) Ravenscliff Road, Ravenscraig, Motherwell CCG (Scotland) Ltd Large South Lanarkshire Glenacre Drive, Airdrie McTaggart Construction Medium North Ayrshire Page 204 of 293
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref SL/GT/WO22 Date 31/08/22 General Debtors Write-Off 2022 From Stephen Llewellyn, Head of Housing Solutions E-mail telferg@northlan.gov.uk Telephone 07583 010692 1. Background 1.1 During 2021/22, the Council issued invoices with an approximate value of £115m. 1.2 Within Enterprise and Communities there are a number of chargeable services including: • Building cleaning • Fleet Executive Summary This report presents a summary of outstanding debtor accounts which are deemed uncollectable following all attempts at recovery or are considered uneconomically viable to continue pursuing. In accordance with financial guidelines a provision for expected credit losses has previously been established for the outstanding accounts. The total recommended for write-off for 2022/23 is £462,352.29. Recommendations It is recommended that Committee: (1) Acknowledges the decision of the Chief Executive and the Head of Financial Solutions to write-off debts under £500, totalling a new figure of £168,652.09 under delegated responsibility; (2) Approves the write-off of all items over £500 to the value of £293,699.20; and (3) Remits this report to the Finance and Resources Committee. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (21) Continue to identify and access opportunities to leverage additional resources to support our ambitions AGENDA ITEM 16 Page 205 of 293
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• Waste collection and disposal • Burials • Land rental charges • Rechargeable property repairs, and • Owner/occupier recharges 1.3 The value of Enterprise and Communities invoices raised during 2021/22 financial year was approximately £34m. In conjunction with the corporate debt recovery team, every effort is made to recover any unpaid debt including reminder letters, the use of collection agents and legal action. 1.4 However, despite these steps there are a number of debts that are deemed uncollectible or are considered not economically viable to engage further collection activities and costs. This annual process of assessing the likelihood of debt non- recovery conforms to accepted best accounting practice and is a reasonable assessment of expected income. 1.5 The Council will continue to seek collection of the outstanding balance if the circumstances of the debtor alter and recovery is deemed practical. 2. Report 2.1 Analysis of the outstanding balances has been conducted and £462,352.29 has been identified as uncollectable. 2.2 There are a number of reasons why the outstanding balances are being written off and these are summarised below:- a) Deceased. The debtor is deceased and there have been insufficient funds within the estate to meet the sum due. b) Liquidation/Sequestration. The debtor/business has been liquidated/sequestrated etc, and there is no prospect of recovery of funds. c) No Trace/Gone Away. The debtor has been unable to be located and there is no prospect of recovery of funds. d) Small Balances/Uneconomic to Pursue. There are insufficient funds or no realisable assets that are available to meet the debt and it is uneconomic to continue to seek recovery of the sum due. 2.3 The following tables categorise the value of debt recommended for write off by cause and value: Page 206 of 293
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Cause Analysis Total Number of accounts £ Deceased 77,940.22 90 Liquidations/Sequestrations etc 10,514.75 12 Gone Away/No Trace 137,650.99 193 Small Balances/Uneconomic to Pursue 121,746.82 850 Recovery Exhausted 114,499.51 495 Total 462,352.29 1,640 Value Analysis £ < £500 168,653.09 1,404 > £500 293,699.20 236 Total 462,352.29 1,640 2.4 The value of accounts identified for write-off represents a small proportion of the accounts raised annually by Enterprise and Communities (around 1.36%). This is reflective of a number of strategies adopted by the service including payment in advance for services where possible, withdrawal of services for non-paying debtors, facilitating payment by direct debit and, where appropriate, payment arrangements. 2.5 For comparison purposes, the total write-offs approved for Enterprise and Communities over the last three years were £238,396.96 for 2019 and £173,976.02 for 2020 and £282,580.61 for 2021. The increase in the current write-off proposals can be largely attributable to an increased write-off for owner-occupier repairs that coincided with the Council’s increased capital investment programme for housing to improve the quality of housing for tenants. 3. Measures of success 3.1 The Service continues to engage in a number of activities aimed at improving collection rates, reducing debt arising and streamlining the recovery process. These include: • Application of the approved Debtors Policy and associated debt recovery procedures • Performance management reports • Payment arrangements • Payment by direct debit • Payment in advance • Cessation of service provision Page 207 of 293
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3.2 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 4.1 Not applicable Stephen Llewellyn Head of Housing Solutions Page 208 of 293
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? There are no additional financial implications linked to this report for the current financial year because a corresponding provision for expected credit losses has been included in the previous year’s annual accounts. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ Page 209 of 293
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5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Page 210 of 293
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref GT/AN Date 31/08/22 Revenue Monitoring Report – Housing Revenue Account From Derek Brown, 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 £149m on 17 December 2021. 1.2 The Financial Regulations require Services to remain within their approved budgetary provision, and to report all significant deviations – defined as the higher of £100,000 or 5% - within their budget monitoring reports. Where significant deviations are identified, Services must provide explanatory commentary, outline the action required to rectify such a deviation, and where relevant, must also highlight the impact this has on other budget headings. Executive Summary This report provides a summary of the Housing Revenue Account financial performance for the period 1 April 2022 to 22 July 2022 (Period 4). The report illustrates the projected outturn as at 31 March 2023, with major outturn variances highlighted and explained in accordance with the Council’s approved Financial Regulations. The service is currently projecting a breakeven position for the financial year. It is presently anticipated that £1.849m of savings (100%) will be delivered by the financial year-end. Recommendations It is recommended that Committee: 1) Acknowledges the financial position of the HRA revenue budget 2022/23. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (25) Ensure intelligent use of data and information to support fully evidence based decision making and future planning AGENDA ITEM 17A Page 211 of 293
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2. Report 2.1 Summary of Financial Position 2.1.1 The service is currently projecting a breakeven position for the financial year. 2.2 Analysis of Significant Variances 2.2.1 There are currently no significant variances projected within the Housing Revenue Account. 2.2.2 The projected outturn is currently being monitored to assess a number of risks associated with the current economic climate surrounding inflation and the cost of living crisis. This is likely to have a particularly significant impact on areas such as the cost of housing repairs and the impact and potential management action is currently being assessed by the Service. 2.3 Earmarked and One-off Resources 2.3.1 An update of the earmarked reserves is detailed in Appendix 2 2.3.2 When account is taken of the £1.470m core reserve, and other previously earmarked reserves totalling £12.871m as detailed in Appendix 2, the remaining unallocated resources total to £5.155m. 2.4 2022/23 Budget Savings 2.4.1 The service uses a variety of information, records and processes to monitor achievement of its approved budget savings of £1.849m. As at Period 4, it anticipates 100% of its approved savings will be delivered by the financial year-end. 3. Measures of success 3.1 Service is currently operating within approved budgeted constraints and meeting required savings targets. 4. Supporting documentation 4.1 Appendix 1 HRA Summary Appendix 2 Earmarked Reserves / Balance Sheet Provisions Derek Brown Depute Chief Executive Page 212 of 293
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The financial impacts are contained within the report and supporting appendices. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ Page 213 of 293
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If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? All activities undertaken by the council are subject to risk, and in acknowledging the Council’s approved Risk Management Strategy (September 2012), Services manage these as part of their overall corporate and service planning process. The current economic climate, in particular, has the potential to impact upon the Council’s ability to provide quality services within approved budget levels. Reflecting the risk analysis matrix included within the Risk Management Strategy, the Service considers the impact of inflation on key service contracts and the cost of living crisis presents an ongoing risk to the financial outturn for 2022/23 and this is an ongoing focus of discussion within the Service and with Financial Solutions. To minimise risk, this report has been prepared by service-based Financial Solutions personnel in consultation with budget managers, in accordance with the Financial Regulations Page 214 of 293
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Appendix 1 FINANCIAL MONITORING REPORT DIVISION : HRA SUMMARY 01 April 2021 to 22 JULY 2021 (Period 4) Cost Centre: HRA [H] COMMITTEE: HOUSING CATEGORY BUDGET ACTUAL YEAR TO DATE ANNUAL PROJECTED ANALYSIS TO DATE TO DATE VARIANCE BUDGET OUTTURN (1) (2) (3) (4) (5) (6) (10) £ £ £ £ £ EMPLOYEE COSTS 7,086,598 7,047,985 38,613 FAV 28,487,350 28,487,350 0 - Balanced Budget PROPERTY COSTS 13,399,111 13,454,139 (55,028) ADV 54,323,690 54,323,690 0 - Balanced Budget SUPPLIES & SERVICES 296,174 249,031 47,143 FAV 1,182,400 1,182,400 0 - Balanced Budget TRANSPORT & PLANT 106,066 83,960 22,106 FAV 367,140 367,140 0 - Balanced Budget ADMINISTRATION COSTS 262,236 236,417 25,819 FAV 5,490,900 5,490,900 0 - Balanced Budget PAYMENTS TO OTHER BODIES 15,106 20,433 (5,327) ADV 231,120 231,120 0 - Balanced Budget APPORTIONED EXPENSES 0 0 0 - 6,229,960 6,229,960 0 - Balanced Budget CAPITAL FINANCING COSTS 0 0 0 - 22,408,280 22,408,280 0 - Balanced Budget C.F.C.R. 0 0 0 - 27,146,260 27,146,260 0 - Balanced budget OTHER COSTS 0 1,650 (1,650) ADV 3,584,160 3,584,160 0 - Balanced budget TOTAL EXPENDITURE 21,165,291 21,093,615 71,676 FAV 149,451,260 149,451,260 0 - OTHER GRANTS 0 0 0 - 0 0 0 - Balanced budget FEES AND CHARGES 151,295 188,006 36,711 FAV 7,692,710 7,692,710 0 - Balanced Budget RENTS 35,132,213 35,155,561 23,348 FAV 141,743,460 141,743,460 0 - Balanced Budget INTEREST 0 0 0 - 15,000 15,000 0 - Balanced Budget DEPARTMENTAL CHARGES 0 0 0 - 90 90 0 - Balanced Budget SURPLUS 0 0 0 - 0 0 0 - Balanced Budget INCOME 35,283,508 35,343,567 60,059 FAV 149,451,260 149,451,260 0 - NET EXPENDITURE (14,118,217) (14,249,952) 131,735 FAV 0 0 0 - FAV = Favourable variation, underspend etc 362,119 ADV = Adverse variation, overspend, income under-recovery etc PROJECTED OUTTURN VARIANCE (7) Page 215 of 293
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Appendix 2 DESCRIPTION OF EARMARKED RESERVES VALUE OF EARMARKED RESERVE CARRY FORWARD ANALYSIS VALUE % (1) (2) (3) (4) (5) (6) £ £ £ Ambition 5,054,483 0 100.0% 5,054,483 Balance required in future years Welfare Reform 259,869 0 100.0% 259,869 Utilisation of balance to be considered UCAF 572,633 162,191 71.7% 410,442 Utilisation of balance to be considered Hardship Fund 747,660 556,275 25.6% 191,385 Balance required in 2023/24 Enterprise Contract 670,793 670,793 0.0% 0 Budget fully utilised Rent Restructure 565,469 230,883 59.2% 334,586 Balance required in future years Housing Repairs 2,500,000 0 100.0% 2,500,000 To fund future repairs programme HRA Capital Programme 2,500,000 0 100.0% 2,500,000 To fund future programme SUB TOTAL 12,870,907 1,620,142 87.4% 11,250,765 Change Management/Risks & Uncertainty 5,154,712 0 0.0% 5,154,712 Available for future allocation Core Reserve 1,470,000 0 100.0% 1,470,000 No call anticipated in 2021/22 TOTAL 19,495,619 1,620,142 91.7% 17,875,477 PROJECTED OUTTURN North Lanarkshire Council Housing Revenue Account - Earmarked Reserves 01 April 2021 to 22 JULY 2021 (Period 4) Page 216 of 293
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref GT/JMcG Date 31/08/22 Revenue Monitoring Report – Enterprise and Communities From Derek Brown, Depute Chief Executive E-mail telferg@northlan.gov.uk Telephone Greg Telfer, Business Finance Manager, 07583 010692 1. Background 1.1 The Council’s approved Financial Regulations require services to remain within their approved budgetary provision, and to report all significant deviations – defined as the higher of £100,000 or 5% - within their budget monitoring reports. Where significant deviations are identified, services must provide explanatory commentary, outline the action required to rectify such deviations and where relevant, must also highlight the impact this has on other budget headings. 1.2 The most significant financial risk facing Enterprise and Communities during 2022/23 is likely to be inflationary pressures across a number of service areas including fuel and utilities, food costs, waste tonnage and contractual inflation on property and road Executive Summary This report provides a summary of the financial performance of the Enterprise and Communities Service for the period 1 April 2021 to 22 July 2022 (Period 4). The report illustrates the projected outturn as at 31 March 2023, with major outturn variances highlighted and explained as per the Council’s approved Financial Regulations. In summary, at this early stage in the financial year the Enterprise and Communities Service is forecasting a year-end balanced budget position. Recommendations It is recommended that Committee: (1) Acknowledges the financial position of the 2023/23 Enterprise and Communities revenue budget. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (25) Ensure intelligent use of data and information to support fully evidence based decision making and future planning AGENDA ITEM 17B Page 217 of 293
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maintenance contracts. It is anticipated that these burdens will be reported through service budget monitoring reports alongside the ongoing impact of the curtailment of non-essential expenditure with the overall impact managed corporately. 2. Report Summary of Financial Position 2.1 The Council approved its General Fund Revenue Budget on 17th February 2022, of which £146.298m (17%) represented the approved Net Revenue Budget for Enterprise and Communities. 2.1.1 At this early stage in the financial year, Enterprise and Communities is forecasting a year-end balanced budget position. 2.1.2 In addition to the inflationary pressures noted earlier in the report, the service is actively managing a number of addition burdens totalling £3.013m including: • school meal income, currently offset by cost reductions including staffing vacancies, • the phasing of delivery of office rationalisation savings, offset by in year management action and earmarked reserve balances, and • increased costs for the electrical charging point costs, offset by service management action. 2.1.3 Section 2.2 provides commentary on the financial performance of the Service. In addition, Appendices 1 to 7 of this report provide further explanation of the significant budget variations contributing to this outturn position. 2.1.4 The 2022/23 Enterprise and Communities budget incorporates £1.545m of savings previously approved by Council on 2 March 2021 with £0.797m of savings (52%) deliverable within the current financial year. Further information regarding particularly challenging savings is noted in paragraph 2.4 below. Analysis of Significant Variations 2.2 This early stage in the financial year the Enterprise and Communities service forecasts a year-end balanced budget position across all divisions for 2022/23. As at Period 4, there are compensating variances across the Service. Property costs are expected to overspend by £0.153m due to a delay in the timing of the delivery of office accommodation savings, however this offset by expected underspends in catering supplies through lower than anticipated volumes of food purchases. 2.2.1 Included within the reported outturn is the Council’s trading services. For 2022/23 the Council approved a surplus budget of £0.596m. The Council must comply with a statutory requirement to at least break-even over a rolling three year period. The combined surplus in 2019/20, 2020/21 and 2021/22 was £0.380m. As at Period 4 there are no significant variations to report with regards to trading services. 2.2.2 Payments to other bodies are detailed in Appendix 3. This expenditure category accounts for £20.541m with a minor overspend of £0.030m forecasted for 2022/23. Page 218 of 293
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Earmarked and One-off Reserves 2.3 Enterprise and Communities were given approval to earmark £16.859m of resources. In 2022/23, £13.953m of the reserve balance will be utilised. The remaining balance of £2.907m is required for the original purpose in future years. Appendix 4 details the individual Earmarked Reserves. 2022/23 Budget Savings & Growth 2.4.1 The Service uses a variety of information, records and processes to monitor achievement of its approved budget savings of £1.545m. As at Period 4, £0.797m (52%) of its approved savings are achievable during the year. The gap of £0.748m represents timing delay in office rationalisation savings (£0.473m), the previously approved reduction in school cleaning (£0.200m, offset with an Earmarked Reserve in 22/23) and delays in staffing savings (£0.078m). 2.4.2 In 2022/23, Enterprise and Communities were allocated £9.228m towards a number of one-off investments. Appendix 6 highlights in detail how this is being utilised across the Service. Management Actions 2.5 The Service will take a range of corrective management actions to ensure it delivers key operational targets. This includes curtailment of non essential spend and monitoring of vacancies. Change Management 2.6 The Service expects to use £0.171m of the Council’s Change Management Fund mainly to support the supply of new bins and materials within Environmental Assets. Costs within the Change Management Fund are not included in the Service outturn position. 3. Measures of success 3.1 The Service continues to operate within the approved budget resources. 4. Supporting documentation Appendix 1 Objective Analysis Appendix 2 Subjective Analysis Appendix 3 Payments to Other Bodies Analysis Appendix 4 Status of Earmarked Reserves Appendix 5 Challenging Savings Appendix 6 One-Off Investments Derek Brown Depute Chief Executive Page 219 of 293
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The Service continues to curtail non-essential expenditure and take management action to ensure at least a break-even position is achieved. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ Page 220 of 293
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5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? All activities undertaken by the Council are subject to risk, and in acknowledging the Council’s approved Risk Management Strategy, Services managed these as part of their overall corporate and service planning processes. The current economic climate, in particular, has the potential to impact upon the Council’s ability to provide quality services within the approved budget levels. To reduce other financial risks, this report was prepared by service based Financial Solutions personnel in consultation with budget managers, in accordance with the Financial Regulations. Page 221 of 293
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref AN/GT Date 31/08/21 HRA Capital Monitoring Report – 1 April 2022 to 22 July 2022 From Derek Brown, Depute Chief Executive E-mail Telferg@northlan.gov.uk Telephone Greg Telfer, Business Finance Manager, 01698 302836 1. Background 1.1. Mainstream Working Programme 1.1.1 The Housing and Regeneration Committee on 16 February 2022 approved an outline mainstream programme for 2022/23 based on targeted expenditure of £58.245m, funded as follows: £000 Prudential Borrowing 30,474 Capital Funded from Current Revenue (CFCR) 22,476 Total projected resources 52,950 Slippage allowance 5,295 Working programme 58,245 Executive Summary The purpose of this report is to review progress towards agreed spending plans within the 2022/23 HRA capital programmes. At this stage in the year all programmes are on target to fully spend. Recommendations It is recommended that Committee: (1) Acknowledges the financial position of the 2022/23 HRA Capital Programmes. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (25) Ensure intelligent use of data and information to support fully evidence based decision making and future planning AGENDA ITEM 18A Page 229 of 293
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1.1.2 Committee also approved an additional £2.5m EESSH allowance to be utilised during the year if conditions permit. 1.2. New Build Programme 1.2.1 The 2022/23 working programme for new build is £39.436m, with 170 completions expected for the year and is funded as follows: £000 Prudential Borrowing 21,788 Capital Funded from Current Revenue (CFCR) 4,670 Scottish Government Grant 12,978 Total projected resources 39,436 1.3 Council Buy Back Schemes 1.3.1 As part of the 2022/23 Revenue Estimates, the budget provided for the continuation of both the Council’s Empty Homes Purchase Scheme (EHPS) and the Open Market Purchase Scheme (OMPS). This will allow approximately 130 properties to be brought back into Council use. 1.3.2 In addition to the EHPS and OMPS, the Mortgage to Rent scheme (MTR) was also added to the overall Council Buy Back scheme and is anticipating an additional 3 properties to be brought back into council use in 2022/23. 1.3.3 Funding requirements for 2022/23 for the Council Buy Back Scheme is made up as follows: £000 Prudential Borrowing 6,828 Scottish Government Grant Subsidy Income 3,900 244 Total projected resources 10,972 1.3.4 Approval was given at the Housing and Regeneration Committee held on the 24 November 2021 to expand the scheme to acquire homes where this would enable planned common works to progress, with owner occupiers given the option to remain as a Council tenant. It is estimated that this could enable a further 50 properties to be purchased during the year. The target has currently remained at 130 properties due to the current buoyant property market which may lead owners to sell on the open market, although every effort will be made to secure as many suitable properties as possible. Page 230 of 293
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2. Report 2.1 Mainstream 2.1.1 A summary of the mainstream working programme and actual spend to 22 July 2022 (Period 4) is included within Appendix 1, highlighting that at this stage in the financial year: • £52.950m (100% of the working programme) has been legally committed; and • £14.007m (24% of the projected resources) has been spent. 2.1.2 Legal commitments and spend to date are higher than historic trends, and the programme is projected to fully spend. 2.2 New Build 2.2.1 A summary of projected outturn spend on the new build programme is contained within Appendix 2. Projected spend totals £39.436m and is funded by Prudential Borrowing, CFCR and Scottish Government Funding. 2.2.2 There are currently seven projects on site at Lindsaybeg Road, Chryston; Annieshill View, Plains; Dykehead Road, Airdrie; Northburn Place, Airdrie; Community Road, Bellshill; Former Orrs Building, Airdrie; and Castlehill Road, Wishaw. 2.2.3 Following a revision of Scottish Water’s surface water policy, the Council is continuing to progress solutions for connection issues that will allow contract awards to be made at Laburnum Road, Viewpark and MacArthur Avenue, Glenmavis. 2.2.4 The project at Berwick Street, Coatbridge (19 homes) will now progress to contract award stage. 2.2.5 To date, 954 new build homes have been completed as part of the Council’s ambitious new supply programme of 5,000 new homes. Currently, 363 homes are under construction, with 170 homes expected to complete in 2022/23. 2.2.6 Sites have been identified and approved at Committee for a further 1,131 homes across 31 sites, with site investigations, title checks and design development on these sites progressing. 2.2.7 The Council has appointed contractors who are progressing layouts and designs for several sites, with site investigations underway. 2.3 Council Buy Back Scheme 2.3.1 A summary of projected outturn spend on the Council Buy Back Schemes is also contained within Appendix 2. Projected spend currently totals £10.995m collectively between the Council buy back schemes, £10.687m attributable to EHPS and OMPS and £0.308m to the MTR scheme. This is funded by Prudential Borrowing, Scottish Government Funding and Subsidy Income. 2.3.2 To date, 10 properties have been brought back into use as affordable housing in 2022/23. A Scottish Government grant contribution of £1.5m has been secured for 2022/23, with further funding to be made available depending on progress. Page 231 of 293
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2.3.3 The final revenue cost of borrowing will equate to a potential drawdown of £0.302m in 2022/23 from the amounts set aside for “Our Ambition” 3. Measures of success 3.1 The successful delivery of the HRA capital programmes, providing high quality housing stock. 4. Supporting documentation 4.1 Appendix 1 – 2022/23 HRA Capital Programme – Mainstream Budget Monitoring Period 4 4.2 Appendix 2 – 2022/23 HRA Capital Programme – New Build / Council Buy Back Scheme Budget Monitoring Period 4 Derek Brown Depute Chief Executive Page 232 of 293
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The financial implications are outlined throughout the report. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☒ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ Page 233 of 293
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If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? All activities undertaken by the Council are subject to risk, and in acknowledging the Council’s approved Risk Management Strategy (September 2012), Services manage these as part of their overall corporate and service planning processes. The current economic climate has the potential to impact upon the Council’s ability to provide quality services within approved budget levels. To minimise risk this report has been prepared by service based Financial Solutions personnel in consultation with budget managers, in accordance with Financial Regulations. Page 234 of 293
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref GT/JM Date 31/08/22 Enterprise and Communities – Capital Monitoring Report From Derek Brown, Depute Chief Executive E-mail telferg@northlan.gov.uk Telephone Greg Telfer, Business Finance Manager, 07583 010692 1. Background 1.1 Financial year 2022/23 is the second year of the 5 year capital programme which was approved by the Policy and Strategy Committee on 18 March 2021. 1.2 The Enterprise and Communities 2022/23 capital programme of £157.168 was approved by the Policy and Strategy Committee on 17 March 2022. The programme has since been increased by £5.796m relating to carry forwards from 2021/22. In addition, a further £15.683m has been received in external funding giving an overall working capital programme of £178.647m. Executive Summary This report highlights the financial performance of 2022/23 Enterprise and Communities capital programme for the period ended 22 July 2022 (Period 4). In summary the Service has a total capital budget of £178.647m. At this stage in the financial year the service is currently forecasting a break-even position. Further explanation of project variances and management action taken by the Service is included within the main report and attached appendices. Recommendations It is recommended that the Committee: (1) Acknowledges the financial position of the 2022/23 Enterprise and Communities capital programme. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (25) Ensure intelligent use of data and information to support fully evidence based decision making and future planning AGENDA ITEM 18B Page 237 of 293
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1.3 The Council’s approved Financial Regulations required services to remain within their approved budgetary provision, and to report all significant deviations – defined as the higher of £0.100m or 5% - within their budget monitoring reports. Where significant deviations were identified, services must provide explanatory commentary, outline the action required to rectify such deviations and where relevant, must also highlight the impact this has on other budget headings. 2. Report 2.1 At this early stage in the financial year the Service is reporting a break-even position. 2.2 However, Committee should be aware that the service continues to face programme delivery challenges and risks including significant inflationary pressures that are outwith its control. As a result of these inflationary pressures the Council’s Strategic Capital Delivery Group will be reviewing the impact they may have on programme delivery at its upcoming meeting. 2.3 Capital budgets and expenditure are summarised into Project/Themes (see Appendix 1). 3. Measures of success 3.1 The Service aim is to be in a balanced budget position at financial year-end 4. Supporting documentation 4.1 Appendix 1 Summary Expenditure by Project/Theme Derek Brown Depute Chief Executive Page 238 of 293
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The Service aims to operate within approved funding levels and utilise budget virements to support emerging issues and mitigate variances across budget heads. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ Page 239 of 293
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5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? All activities undertaken by the Council are subject to risk, and in acknowledging the Council’s approved Risk Management Strategy, Services managed these as part of their overall corporate and service planning processes. The current economic climate, in particular, has the potential to impact upon the Council’s ability to provide quality services within approved budget levels. To minimise risk this report was prepared by service based Financial Solutions personnel in consultation with budget managers, in accordance with the Financial Regulations. Page 240 of 293
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Appendix 1 Enterprise & Communities Capital Programme 2022/23 Theme Expenditure Summary 1st April 2022 - 22nd July 2022 (PERIOD 4) Thematic Category Revised Budget £ Actual £ Committed £ Uncommitted £ Projected Outturn £ Outturn variance £ ASSET & PROCUREMENT SOLUTIONS Maintaining Existing Assets - windows, re-roofing, re-wiring and condition survey works for the Council's building assets 8,857,868 1,010,315 2,688,812 6,169,056 8,857,868 0 Carbon Management 2,126,769 19,812 19,812 2,106,957 2,126,769 0 Office Rationalisation (16,849) 32,577 32,577 (49,426) (16,849) 0 Shared Campus 0 0 0 0 0 0 Leisure Development 1,311,349 630,081 888,488 422,861 1,311,349 0 Health & Wellbeing & Digital Classrooms 411,693 57,215 57,215 354,478 411,693 0 Rationalisation including ASN & Social Work 3,599,432 256,127 703,625 2,895,807 3,599,432 0 Curriculum Development 863,951 137,138 482,341 381,610 863,951 0 Sustainable Estate 1,474,242 19,158 572,683 901,559 1,474,242 0 Outdoor Education and Outdoor Spaces 343,176 92,534 127,647 215,529 343,176 0 Future Capital Receipts Investments 985,791 0 236,281 749,510 985,791 0 Design Fees 1,525,383 0 0 1,525,383 1,525,383 0 1140 Early Learning and Childcare Expansion 2,191,802 554,949 554,949 1,636,853 2,191,802 0 Demolitions 1,010,383 15,159 15,159 995,224 1,010,383 0 TOTAL ASSET & PROCUREMENT SOLUTIONS 24,684,990 2,825,064 6,379,589 18,305,401 24,684,990 0 TOWN AND COMMUNITY HUBS Town and Community Hubs 59,580,849 10,587,039 44,991,702 14,589,147 59,580,849 0 TOTAL TOWN AND COMMUNITY HUBS 59,580,849 10,587,039 44,991,702 14,589,147 59,580,849 0 ENVIRONMENTAL ASSETS Infrastructure and Transportation Improvements 10,209,551 1,192,127 5,872,733 4,336,818 10,209,551 0 Greenspace infrastructure Health & Wellbeing 1,129,648 19,517 123,054 1,006,596 1,129,649 0 Parks Masterplans 2,673,895 405,831 1,409,810 1,264,086 2,673,895 0 Environmental Assets replacement of plant and machinery 666,997 123,818 580,823 86,174 666,997 0 Cemeteries/Tree Infrastructure 4,086,701 69,449 69,449 4,017,253 4,086,701 0 Road Asset Management including street lighting, road improvements and gateway signage 12,275,727 1,103,954 7,276,764 4,998,963 12,275,727 0 Bin rationalisation project and replacement 716,512 135,134 237,074 479,438 716,512 0 Play Area Equipment and surface renewal 213,145 8,252 8,252 204,893 213,145 0 TOTAL ENVIRONMENTAL ASSETS 31,972,176 3,058,080 15,577,958 16,394,218 31,972,176 0 REGULATORY SERVICES & WASTE SOLUTIONS Contaminated Land and Pollution Control 368,376 210,647 210,647 157,729 368,376 0 Vehicle Replacement Programme 1,448,444 0 0 1,448,444 1,448,444 0 Depot Rationalisation and Investment 3,509,776 32,049 3,509,776 0 3,509,776 0 HWRC Equipment 464,700 90,500 90,500 374,200 464,700 0 Landfill Provision (Aftercare) 0 0 0 0 0 0 TOTAL REGULATORY SERVICES & WASTE SOLUTIONS 5,791,296 333,196 3,810,923 1,980,373 5,791,296 0 PLANNING & REGENERATION Economic Regeneration 24,440,066 490,534 3,285,165 21,154,901 24,440,066 0 City Deal 28,728,373 3,441,842 3,441,952 25,286,421 28,728,373 0 Enterprise Projects 2,856,931 471,888 624,050 2,232,881 2,856,931 0 Antonine Wall Project 30,103 82,258 0 30,103 30,103 0 TOTAL PLANNING & REGENERATION 56,055,473 4,486,522 7,351,167 48,704,306 56,055,473 0 HOUSING PROPERTY & PROJECTS Water Quailty / Ventilation 561,862 450,002 450,002 111,860 561,862 0 TOTAL HOUSING PROPERTY & PROJECTS 561,862 450,002 450,002 111,860 561,862 0 TOTAL ENTERPRISE & COMMUNITIES 178,646,646 21,739,903 78,561,341 100,085,305 178,646,646 0 YTD OUTTURN Page 241 of 293
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref NLC-SLP-22-009 (HO TB 22 027) Date 31/08/22 Contract Award for Retrofit of Sprinklers and Associated Works – Phase 3 – 4 No Tower Blocks, North Lanarkshire From Brian Lafferty, Head of Business (Housing Property and Projects) E-mail starbucks@northlan.gov.uk Telephone Siobhan Starbuck - Contract Support Manager via MS Teams 1. Background Executive Summary Committee is asked to approve the award of a contract for “Retrofit of Sprinklers and Associated Works – Phase 3 – 4 No. Tower Blocks, North Lanarkshire” (the ‘Contract’) to Harmony Fire Limited. The Contract is anticipated to commence in November 2022 for 47 weeks. The value of the Contract is Two Million Two Hundred and Seventy-Six Thousand Three Hundred and Five Pounds and 18 pence (£2,276,305.18) exclusive of VAT. Recommendations It is recommended that Committee approves the award of the Contract to Harmony Fire Limited in the value of Two Million Two Hundred and Seventy-Six Thousand Three Hundred and Five Pounds and 18 pence (£2,276,305.18) exclusive of VAT. This recommendation follows the completion of a procurement procedure, where the tender recommended for award has been evaluated as providing the most economically advantageous Tender in terms of cost and quality for the Council. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (14) Ensure the highest standards of public protection AGENDA ITEM 19 Page 243 of 293
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1.1 The requirements of the Contract have never been contracted before by the Council therefore historical contract information is not available. 1.2 The procurement is for the provision of Phase 3 Retrofit of Sprinklers and Associated Works at Four North Lanarkshire Tower Blocks. 1.3 This procurement was carried out as a single lot. 1.4 This procurement is a below GPA threshold regulated procurement and has been discharged as a single-stage procurement process. 1.5 This is a stand-alone procurement and therefore there is no incumbent contractor for the works. 2. Report 2.1 A user intelligence group (the ‘UIG’) of technical and procurement representatives was formed to review technical specifications, discuss trading processes, market conditions and trends, ways to maximise community benefits and sustainability and to agree the procurement strategy that would deliver maximum benefit for the Council via the Contract. 2.2 The initial estimated value of the Contract dictated that the procurement procedure be undertaken in accordance with the Procurement (Scotland) Regulations 2016. The contract opportunity was published on the Public Contracts Scotland with an Open procurement procedure adopted. 2.3 Based on the evaluation criteria and scoring methodology set out in the invitation to tender package within the procurement procedure, an evaluation of tender responses was completed by members identified by the UIG. Award stage responses were evaluated first, then the most economically advantageous tender was taken forward to selection stage to ensure the tender satisfied the minimum selection stage criteria applied. 2.4 The Contract award recommendation is made on the basis of the bidder who submitted the most economically advantageous tender. 2.5 The tender submitted by Harmony Fire Limited has been evaluated as representing the most economically advantageous tender for this Contract. 2.6 Appendix 1 confirms the scoring achieved by each bidder, further details of the procurement procedure is provided in Appendix 2 and the SME status and location of all bidders is located within Appendix 3. 2.7 The value of the Contract is Two Million Two Hundred and Seventy-Six Thousand Three Hundred and Five Pounds and 18 pence (£2,276,305.18) exclusive of VAT. Page 244 of 293
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2.8 The costs associated with contract delivery will be contained within the HRA Revenue budget set for each financial year of the Contract period. Price Savings / Increases 2.9 Not applicable. Price Stability 2.10 Contract Pricing is fixed for the duration of the contract. Community Benefits 2.11.1 The Council is committed to maximising the delivery of community benefits. The procurement included a community benefit requirement, this approach is designed to deliver local community benefits where possible. 2.11.2 Within their tender Harmony Fire Limited committed to deliver the following community benefits within the Contract: Community Benefit Type Quantity Committed Job for an Individual from a Priority Group 1 Modern Apprenticeships 1 Work Experience Placement (16+ Year Olds) 1 Educational Visits 3 Financial Support for the Community 2 Non-Financial Support for the Community 2 2.11.3 The community benefits delivered as part of the Contract includes the creation of jobs or apprenticeships. Fair Work First 2.12 Within their tender submission, Harmony Fire Limited advised that they would commit to the following areas of the Scottish Governments “Fair Work First” initiative: • Living Wage accredited • Provide arrangements to give staff a voice • Support for learning and development, are supportive of further education opportunities for employees • No Zero hour contracts • Flexible working and supportive of a wider work life balance • Gender balance and wider representative workforce • support staff equality, diversity and inclusion Page 245 of 293
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Contract Strategy 2.13 Officers from Housing Property and Projects will be responsible for managing the Contract which will be undertaken in accordance with the Council’s agreed approach to contract and supplier management. 3. Measures of success It is anticipated that the award of the Contract will deliver the following successful outcomes: 3.1 the appointment of a Service Provider who has the experience and capability to deliver an innovative, high quality and responsive service; 3.2 the procurement procedure is compliant with procurement legislation and internal procedures; 3.3 that Best Value is both demonstrable and achieved; and 3.4 that the contract secures a range of community benefits. 4. Supporting documentation Appendix 1 Summary of Tender Evaluation Process Appendix 2 Summary of Procurement Process Appendix 3 SME status and location of all Bidders Brian Lafferty Head of Business (Housing Property and Projects) Page 246 of 293
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? This Contract will work towards improving outcomes for people and communities by assisting the Council to reduce inequalities of outcomes caused by socio-economic disadvantage. The Council will continue to carry out equality impact assessments to determine if policies, practices, decisions, functions and strategies identify any negative impact on any particular group covered by the protected characteristics of the Equality Act 2010. If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☒ 5.2 Financial Impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The costs associated with contract delivery will be contained within the HRA Capital budget. 5.3 HR Policy Impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☐ No ☐ Page 247 of 293
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If Yes, please provide a brief summary of the impact? N/A 5.4 Legal Impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? N/A 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? N/A Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ Page 248 of 293
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5.7 Environmental / Carbon Impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The Contract conditions encourage a sustainable and safe working environment; promote health and wellbeing, safe removal and disposal of materials The proposed contractor is BS EN ISO 14001 (or equivalent) and BS EN ISO 9001 (or equivalent) accredited and has provided appropriate evidence of accreditation. 5.8 Communications Impact Does the report contain any information that has an impact on the Council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? N/A 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? 5.9.1 Risk will be minimised and managed by a designated Contract Manager in accordance with the specification and in line with the Council’s agreed approach to Contract and Supplier Management. 5.9.2 Health and Safety Risk The proposed contractor is UKAS (BS EN ISO 45001) Accredited and has provided appropriate evidence of their accreditation. 5.9.3 Contract Award ( COVID-19 Considerations) The Contract will be awarded in accordance with the Council’s General Contract Standing Orders and Legal and Procurement advice will be sought and adhered to as required in relation to commencing the Contract whilst COVID-19 restrictions remain in place and/ or are being reviewed. Risk of awarding the Contract whilst any COVID- 19 restrictions remain in place will be identified and mitigated where possible. 5.9.4 Furthermore, the Council may develop a Contract Mobilisation Plan with the successful Page 249 of 293
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Bidder which shall take cognisance of any COVID-19 precautions in place, any changes to restrictions will be closely monitored. Page 250 of 293
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Appendix 1 – Summary of Tender Evaluation Process In the Award Stage, Bidders price scores were added to their quality scores to obtain their final tender scores. Only the first ranking bidder from Award Stage underwent Selection Stage evaluation. Details are contained in the tables below. Table 1: Stage 1 – Award Stage Evaluation Outcome Final Rank Bidder Name Total Tender Score (%) Recommended for Contract Award (Y / N) 1 Harmony Fire Limited 88.72 Y 2 Easy Heat Systems Limited 83.61 N 3 Vipond Fire Protection Limited 79.01 N Table 2: Stage 2 – Selection Stage Evaluation Outcome Bidder Name Part 3 A, B, C & D Part 4 A & B Part 4 C Part 4 D Selection Requirements Met? (Yes/No) Selection Criteria Selection Criteria Selection Criteria Selection Criteria Pass/Fail Pass/Fail Score (min = 50) Pass/Fail Harmony Fire Limited Pass Pass 64.40 Pass Yes Page 251 of 293
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Appendix 2 – Summary of Procurement Process Contract Title Response Procurement Procedure Utilised: Open Procedure Governing Legislation / Regulations: The Procurement (Scotland) Regulations 2016 Date Contract Strategy Approved: 27 April 2022 Date Contract Notice Published: 29 April 2022 SME % of Expressions of Interest: 100% NLC Based % of Expressions of Interest: 0% Tender Return Deadline: 15 June 2022 Number of Tenders Received: 3 Tenders Received from SME’s: 3 Tenders Received from NLC Based Bidders: 0 Number of Non−compliant Tenders: 0 Number of Compliant Tenders: 3 Number of Recommended Bidders: 1 Basis of Contract Award: Quality: 40% Price: 60% Evaluation Team: Staff from Housing Property and Projects and external consultant Anticipated Contract Start Date: November 2022 Total Contract Period: 47 weeks Maximum Total Contract Value: £2,276,305.18 Page 252 of 293
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Appendix 3 – SME Status and location of all Bidders Name of Bidder Size of Tendering Organisation (Micro, Small, Medium or Large) Location (Local Authority / Council Area) Harmony Fire Limited Medium Fife Vipond Fire Protection Limited Medium South Lanarkshire Easy Heat Systems Limited Small Perth Page 253 of 293
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref: SL/LS/JB Date: 31 August 2022 Contract Award for the Provision of a Payment Solution for Tower Laundries (NLC-CPT-21-083) From Stephen Llewellyn, Head of Housing Solutions E-mail Llewellyns@northlan.gov.uk Telephone 01698 274192 Executive Summary The purpose of this report is to notify the Housing Committee of a contract award made for the Provision of a Payment Solution for Tower Laundries to Electrolux Professional Services, utilising the Negotiated Tendering Procedure (NTP). The Contract is for an initial period of 36 months and commenced on 1 February 2022. The council reserves the right to extend the contract for additional periods up to a maximum of a further 24 months. The value of the contract shall not exceed Ninety Three Thousand One Hundred and Twenty Pounds Sterling (£93,120) exclusive of VAT. Recommendations It is recommended that the Housing Committee note the action taken to award the Contract to Electrolux Professional Services at a maximum value of £93,120.00 exclusive of VAT. This recommendation followed the completion of a procurement procedure, utilising the Negotiated Tendering 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 (12) Ensure our residents are able to achieve, maintain, and recover their independence through appropriate supports at home and in their communities AGENDA ITEM 20A Page 255 of 293
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1. Background 1.1 The purpose of this solution is to provide a more efficient payment method for tenants living within the multi storey towers need to charge up their laundry fobs within the tower rather than travelling to a cash office or library. 1.2 The Council are limited by available providers for such payment solutions as the Electrolux system is only compatible with the payment system provided by Electrolux due to the complexity of the software provided within the platform. This includes readers on the machines and any charging devices. 1.3 This new payment method provides modern technology and the customer with a more efficient and convenient service. 1.4 Some challenges faced recently which has accelerated the need for the implementation of such a solution are: • Libraries were not able to provide the top up facility during lock-down and cannot provide a cashless solution; • The cash collection facilities (municipal banks) are only open Monday to Friday; and • During lockdown the system had to be placed on free vend as top up facilities were not available and travel was restricted, resulting in lost income. 1.5 The compact size and the simple design make it suitable to be installed in laundry rooms within the towers. The fixed structure, the enhanced locking systems and the strong safety lock make it resistant to break-in or tampering attempts. Easy Charge is equipped with a simple display which shows the remaining credit on the screen during the recharging operation. 1.6 A user intelligence group (the ‘UIG’) of technical and procurement representatives was formed to review technical specifications, discuss trading processes, market conditions and trends, ways to maximise community benefits and sustainability and to agree the procurement strategy that would deliver maximum benefit for the council via the contract. 1.7 The procurement procedure was undertaken as a “Negotiated Tender Procedure” (NTP) in accordance with Regulation 6 of the Procurement (Scotland) Regulations 2016 and following advice from the Head of Asset and Procurement Solutions and the Head of Legal Democratic Solutions, the Head of Housing Solutions approved the progression of the NTP to Contract Award on 5 January 2022. 1.8 The contract award recommendation was made on the basis of the tenderer who submitted the most economically advantageous tender. 2. Report 2.1 The tender submitted by Electrolux Professional Services was evaluated as representing the most economically advantageous tender for this contract. 2.2 Appendix 1 confirms the scoring achieved by the tenderer, further details of the procurement procedure is provided in appendix 2 and the SME status and location of the tenderer is located within appendix 3. Page 256 of 293
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2.3 The value of the contract is Ninety-Three Thousand, One Hundred- and Twenty-Pounds Sterling (£93,120.00) exclusive of VAT including any option to extend the contract. 2.4 The costs associated with contract delivery will be contained within the capital and revenue budgets for Housing Solutions. 2.5 Officers from Housing Solutions and Business Development and Support will be responsible for managing the contract which will be undertaken in accordance with the councils agreed approach to contract and supplier management. 3. Measures of success 3.1 The contract will deliver a more efficient convenient payment method using modern technology for tenants living within the multi storey towers within Motherwell and Airdrie to charge their laundry fobs. 4. Supporting documents Appendix 1 Summary of Tender Evaluation Process Appendix 2 Summary of Procurement Process Appendix 3 SME Status and Location of Tenderer Stephen Llewellyn Head of Housing Solutions Page 257 of 293
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Provision has been made within current capital budget provision and recurring cost will be met from revenue budgets. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ Page 258 of 293
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If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? This policy is intended to work with tenants and residents to help them sustain their home and may involve advice and support to tackle fuel poverty and debt issues. 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? Approved by Procurement Lead Approved by Service Lead Name: Audrey Telfer Name: Jane Brentnall Position: Category Manager, Corporate & Digital Position: Business Systems Manager Signature: Signature: Date: Date: Approved by Senior Responsible Officer Approved by Chief Officer Name: Lynsey Smith Name: Stephen Llewellyn Position: Business Development Manager Position: Head of Housing Solutions Signature: Signature: Date: Date: Page 259 of 293
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Appendix 1 – Summary of Tender Evaluation Process Final Rank Tenderer Name Total Tender Score (%) Recommended for Contract Award (Y / N) 1 Electrolux Professional Services 100% Y Appendix 2 – Summary of Procurement Process Response Procurement Procedure Utilised: Negotiated Tendering Procedure Governing Legislation / Regulations: Procurement (Scotland) Regulations 2016 Number of Tenders Received: 1 Tenders Received from SME’s: 1 Tenders Received from NLC Based Tenderers: 0 Number of Non−compliant Tenders: 0 Number of Compliant Tenders: 1 Number of Recommended Tenderers: 1 Basis of Contract Award: Best Value Evaluation Team: Housing Solutions, Business Development & Support Anticipated Contract Start Date: 01 February 2022 Total Contract Period (Months): 36 months + 24 months extension Maximum Total Contract Value: £93,120.00 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) Electrolux Professional Services Medium London Page 260 of 293
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref: HO MS 21 062; NLC-CPT-21-105 Date: 31 August 2022 Contract Award for Measured Term Contract: Bitumen Macadam (Bitmac) Repairs 2022-26 From Brian Lafferty, Head of Business (Housing Property and Projects) E-mail starbucks@northlan.gov.uk Telephone Siobhan Starbuck – Contract Support Manager – via MS Teams Executive Summary The purpose of this report is to seek homologation of the decision taken by the Deputy Chief Executive to award the contract for the Measured Term Contracts for Bitumen Macadam (Bitmac) Repairs 2022-26 HO MS 21 062; NLC-CPT-21-105 (the ‘Contract’) to John McGeady Ltd (Lot 1 Corporate) and Hillhouse Quarry Group Ltd TA MacAsphalt (Lot 2 Housing) and it was necessary, due to the end of the tender evaluation date and committee cycle dates, to award the contract under section 23.3.2 of the Council’s General Standing Orders. The Contracts are for an initial period of 18 months anticipated to commence on 1 August 2022 (Lot 1) and 24 July 2022 (Lot 2). The Council reserves the right to extend the Contracts for additional periods up to a maximum of a further 24 months. The overall value of the Contract shall not exceed Six Million Seven Hundred Thousand Pounds Sterling (£6,700,000) exclusive of VAT. • Lot 1 (Corporate) up to a maximum of Two Million Eight Hundred Thousand Pounds Sterling (£2.8m) exclusive of VAT (including extension period) • Lot 2 (Housing) up to a maximum of Three Million Nine Hundred Thousand Pounds Sterling (£3.9m) exclusive of VAT (including extension period) Recommendations To homologate the decision taken by the Deputy Chief Executive to award the Contracts to: • Lot 1 (Corporate) up to a maximum of Two Million Eight Hundred Thousand Pounds Sterling (£2.8m) exclusive of VAT (including extension period) • Lot 2 (Housing) up to a maximum of Three Million Nine Hundred Thousand Pounds Sterling (£3.9m) exclusive of VAT (including extension period) AGENDA ITEM 20B Page 261 of 293
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This recommendation follows the completion of a procurement procedure, where the tenders recommended for award have been evaluated as providing the most economically advantageous tenders in terms of cost and quality for the Council. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition Statement (17) Ensure we keep our environment clean, safe, and attractive 1. Background 1.1 The incumbent contractors for this work are; • Lot 1 (Corporate) Maclay Civil Engineering Ltd. This contract is due to expire on 31 July 2022 • Lot 2 (Housing) Hillhouse Quarry Group Ltd TA MacAsphalt. This contract is due to expire on 23 July 2022 1.2 This procurement is an above GPA Threshold Regulated Procurement and has been discharged as a single-stage procurement process. 1.3 This is the renewal of an existing contract which was approved at September 2021 Housing and Regeneration Committee 1.4 A two lot approach was selected due to the associated ease of contract implementation and efficiencies in contract management. 2. Report 2.1 A user intelligence group (the ‘UIG’) of technical and procurement representatives was formed to review technical specifications, discuss trading processes, market conditions and trends, ways to maximise community benefits and sustainability and to agree the procurement strategy that would deliver maximum benefit for the Council via the Contract. 2.2 The initial estimated value of the Contract dictated that the procurement procedure be undertaken in accordance with the Public Contracts (Scotland) Regulations 2015. An advert for the contract opportunity was published on the Public Contracts Scotland and the UK Find a Tender (FTS) website. 2.3 The procurement procedure was undertaken as an “Open Procedure” Based on the evaluation criteria and scoring methodology set out in the invitation to tender package within the procurement procedure, an evaluation of tender responses was completed by members identified by the UIG. Selection stage responses were assessed first and compliant tenderers that satisfied / declared that they met the published minimum selection stage criteria progressed to the award stage evaluation. Following identification of the recommended tenderer(s), their selection stage responses were assessed in more detail to ensure they satisfied the minimum selection stage criteria applied. Page 262 of 293
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2.4 The Contract award recommendation is made on the basis of the tenderers who submitted the most economically advantageous tenders. 2.5 The tender(s) submitted below have been evaluated as representing the most economically advantageous tenders for this Contract; • Lot 1 (Corporate) John McGeady Ltd • Lot 2 (Housing) Hillhouse Quarry Group Ltd TA MacAsphalt 2.6 Appendices 1 and 3 confirm the scoring achieved by each tenderer on each of the lots, further details of the procurement procedure are provided in Appendices 2 and 4 and the SME status and location of all tenderers is located within Appendix 5. 2.7 The value of the Contract for each lot is; • Lot 1 (Corporate) up to a maximum of Two Million Eight Hundred Thousand Pounds Sterling (£2.8m) exclusive of VAT (including extension period) • Lot 2 (Housing) up to a maximum of Three Million Nine Hundred Thousand Pounds Sterling (£3.9m) exclusive of VAT (including extension period) 2.8 The costs associated with contract delivery will be contained within the HRA Revenue Budget for set for each financial year of the Contract period. Price Savings / Increases 2.9 Contract pricing is fixed until December 2022. Thereafter, prices will be adjusted annually by the application of the RICS BCIS General Civil Engineering Cost Index. Price Stability 2.10 Schedule of Rates with prices for adjustment by overall percentage and annual BCIS fluctuation percentage. Community Benefits 2.11.1 The Council is committed to maximising the delivery of community benefits. The procurement included a community benefit requirement, this approach is designed to deliver local community benefits where possible. 2.11.2 Within their tender, John McGeady Ltd and Hillhouse Quarry Group Ltd TA MacAsphalt committed to deliver the following community benefits within the Contract: Community Benefit Type Quantity Committed Lot 1 (Corporate) John McGeady Ltd New Job for an Apprentice from a Priority Group 1 Work Experience Placement for an individual16+ years of age 2 Page 263 of 293
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Business Mentoring and Advice to support to an SME / Social Enterprise / Voluntary organisation 2 Business Event / Briefing to promote supply chain opportunities 2 Non-financial Support for a Community Project / Organisation 1 Lot 2 (Housing) Hillhouse Quarry Group Ltd TA MacAsphalt New Job for an Individual not from a Priority Group 2 New Job for an Apprentice from a Priority Group 2 2.11.3 The community benefits delivered as part of the Contract includes the creation of jobs or apprenticeships for both Lots. Fair Work First 2.12 Within their tender submissions, both tenderers advised that they would commit to the following areas of the Scottish Governments “Fair Work First” initiative: Lot 1 (Corporate) John McGeady Ltd • Living Wage accredited • A transparent pay system will be deployed on this contract, free from any gender, race, religion, sexual orientation bias • Offers flexible working hours on this contract to accommodate wider work-life balance and family • Provide equal opportunities to employees, adhering to the Equality Act 2010 • Carry out a training gap analysis, identifying training needs relevant to not only this contract but the individual’s desires i.e., multi-skilled • Do not use ‘zero-hour’ contracts Lot 2 (Housing) Hillhouse Quarry Group Ltd TA MacAsphalt • Pay policy supporting the Scottish Living Wage, are Living Wage Accredited Employer • Maintain and promote an Inclusive workforce which reflects the population of Scotland in terms of age, gender, race and disability • Gender balance and wider representative workforce • Maintains a diverse workforce from the UK, Czech Republic, Poland, Ireland, Ghana & New Zealand • No Zero hour or Sessional contracts • Flexible working and supportive of a wider work life balance • Family friendly policies & Career breaks • Provide arrangements to give staff a voice • Promoting workplace innovation and inclusion • Regular staff forums to provide a platform for employees to raise queries direct with senior management • Clear managerial responsibility in nurturing talent • Commitment to Modern Apprenticeships Page 264 of 293
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• Support for learning and development, are supportive of further education opportunities for employees Contract Strategy 2.13 Officers from Corporate Repairs and Maintenance and Housing Property and Projects will be responsible for managing Lot 1 and Lot 2 respectively of the Contract which will be undertaken in accordance with the Councils agreed approach to contract and supplier management. 3. Measures of success The Contract will deliver the following outcomes; 3.1 the appointment of a Service Provider who has the experience and capability to deliver an innovative, high quality and responsive service; 3.2 the procurement procedure is compliant with procurement legislation and internal procedures; 3.3 that Best Value is both demonstrable and achieved; and 3.4 that the Contracts secure a range of Community Benefits. 4. Supporting documents Appendix 1 Summary of Tender Evaluation Process Lot 1 (Corporate) Appendix 2 Summary of Procurement Process Lot 1 (Corporate) Appendix 3 Summary of Tender Evaluation Process Lot 2 (Housing) Appendix 4 Summary of Procurement Process Lot 2 (Housing) Appendix 5 SME Status and Location of All Tenderers Brian Lafferty Head of Business (Housing Property and Projects) Page 265 of 293
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? This Contract will work towards improving outcomes for people and communities by assisting the Council to reduce inequalities of outcomes caused by socio-economic disadvantage. The Council will continue to carry out equality impact assessments to determine if policies, practices, decisions, functions and strategies identify any negative impact on any particular group covered by the protected characteristics of the Equality Act 2010. If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer-scotland- duty-impact-assessments Yes ☐ No ☒ 5.2 Financial Impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The costs associated with contract delivery will be contained within the HRA Capital budget. 5.3 HR Policy Impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? N/A Page 266 of 293
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5.4 Legal Impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? N/A 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? N/A Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon Impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☒ Page 267 of 293
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If Yes, please provide a brief summary of the impact? The Contract conditions encourage sustainable and safe environment; promote health and wellbeing; safe removal and disposal of materials The contractor is BS EN ISO 14001 (or equivalent) and BS EN ISO 9001 (or equivalent) accredited and provided appropriate evidence of accreditation. 5.8 Communications Impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? N/A 5.9 Risk Impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Risk will be minimised and managed by a designated Contract Manager in accordance with the specification and in line with the Council’s agreed approach to Contract and Supplier Management. 5.9.1 Health and Safety Risk The proposed contractor is required to be UKAS (BS EN ISO 45001) Accredited (or equivalent) and provided appropriate evidence of their accreditation. 5.9.2 Contract Award during COVID-19 Restrictions The Contract will be awarded in accordance with the Council’s General Contract Standing Orders and Legal and Procurement advice will be sought and adhered to with regards to commencing the Contracts whilst COVID-19 restrictions are in place or being reviewed. Risk of awarding the Contract during the current conditions will be identified and mitigated where possible. 5.9.3 Furthermore, the Council may develop a Contract Mobilisation Plan with the successful Tenderer which shall take cognisance of the current COVID-19 precautions. Any changes to restrictions will be closely monitored. Page 268 of 293
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Appendix 1 – Summary of Tender Evaluation Process – Lot 1 (Corporate) In the Award Stage, tenderers’ price scores were added to their quality scores to obtain their final tender scores. Only the first ranking tenderer from Award Stage underwent Selection Stage evaluation. Details are contained in the tables below. Table 1: Stage 1 – Award Stage Evaluation Outcome Final Rank Tenderer Name Total Tender Score (%) Recommended for Contract Award (Y / N) 1 John McGeady Ltd 94.69 Y 2 Hillhouse Quary Group Ltd TA MacAsphalt 55.04 N 3 JH Civil Engineering Ltd -3.63 N Table 2: Stage 2 – Selection Stage Evaluation Outcome Tenderer Name Part 3 A, B, C & D Part 4 A & B Part 4 C Part 4 D Selection Requirements Met? (Yes/No) Selection Criteria Selection Criteria Selection Criteria Selection Criteria Pass/Fail Pass/Fail Score (min = 70) Pass/Fail John McGeady Ltd Pass Pass 72.27 Pass Yes Page 269 of 293
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Appendix 2 – Summary of Procurement Process – Lot 1 (Corporate) Response Procurement Procedure Utilised: Open Procedure Governing Legislation / Regulations: Public Contracts (Scotland) Regulations 2015 Date Contract Strategy Approved: 10 November 2021 Date Contract Notice Published: 17 November 2021 SME % of Expressions of Interest: 91.67% NLC Based % of Expressions of Interest: 16.67% Tender Return Deadline: 17 December 2021 Number of Tenders Received: 3 Tenders Received from SME’s: 3 Tenders Received from NLC Based Tenderers: 1 Number of Non−compliant Tenders: 0 Number of Compliant Tenders: 3 Number of Recommended Tenderers: 1 Basis of Contract Award: Quality: 40% Price: 60% Evaluation Team: Staff from Housing Property and Projects Anticipated Contract Start Date: 01 August 2022 Total Contract Period (Months): 18 months plus up to a maximum of 24 months (in 3-month periods) Maximum Total Contract Value: £2.8m Page 270 of 293
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Appendix 3 – Summary of Tender Evaluation Process – Lot 2 (Housing) In the Award Stage, tenderers’ price scores were added to their quality scores to obtain their final tender scores. Only the first ranking tenderer from Award Stage underwent Selection Stage evaluation. Details are contained in the tables below. Table 1: Stage 1 – Award Stage Evaluation Outcome Final Rank Tenderer Name Total Tender Score (%) Recommended for Contract Award (Y / N) 1 Hillhouse Quarry Group Ltd TA MacAsphalt 96.75 Y 2 JH Civil Engineering Ltd 73.22 N John McGeady Ltd Disqualified Table 2: Stage 2 – Selection Stage Evaluation Outcome Tenderer Name Part 3 A, B, C & D Part 4 A & B Part 4 C Part 4 D Selection Requirements Met? (Yes/No) Selection Criteria Selection Criteria Selection Criteria Selection Criteria Pass/Fail Pass/Fail Score (min = 70) Pass/Fail Hillhouse Quary Group Ltd TA MacAsphalt Pass Pass 74.43 Pass Yes Page 271 of 293
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Appendix 4 – Summary of Procurement Process – Lot 2 (Housing) Response Procurement Procedure Utilised: Open Procedure Governing Legislation / Regulations: Public Contracts (Scotland) Regulations 2015 Date Contract Strategy Approved: 10 November 2021 Date Contract Notice Published: 17 November 2021 SME % of Expressions of Interest: 91.67% NLC Based % of Expressions of Interest: 16.67% Tender Return Deadline: 17 December 2021 Number of Tenders Received: 3 Tenders Received from SME’s: 3 Tenders Received from NLC Based Tenderers: 1 Number of Non−compliant Tenders: 1 Number of Compliant Tenders: 2 Number of Recommended Tenderers: 1 Basis of Contract Award: Quality: 40% Price: 60% Evaluation Team: Staff from Housing Property and Projects Anticipated Contract Start Date: 01 August 2022 Total Contract Period (Months): 18 months plus up to a maximum of 24 months (in 3-month periods) Maximum Total Contract Value: £3.9m Page 272 of 293
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Appendix 5 – SME Status and location of all Tenderers – Lot 1 (Corporate) & Lot 2 (Housing) Name of Tenderer Size of Tendering Organisation (Micro, Small, Medium or Large) Location (Local Authority / Council Area) J H Civil Engineering Ltd Medium North Lanarkshire Hillhouse Quarry Group Ltd TA MacAsphalt Medium Renfrewshire John McGeady Ltd Small South Lanarkshire Page 273 of 293
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North Lanarkshire Council Report Housing Committee Does this report require to be approved ☐ Yes ☒ No Ref HO WN 21 037 Date 31/08/2022 Contract Award for: MTC UPVC Door and Window Repairs and Maintenance 2022-2026 - HO WN 21 037/ NLC-CPT-21-045 From Brian Lafferty, Head of Business (Housing Property and Projects) Email starbucks@northlan.gov.uk Telephone Siobhan Starbuck – Contract Support Manager (01698 520 704) Executive Summary The purpose of this report is to seek homologation of the decision taken by the Deputy Chief Executive to award the Contract for UPVC Door and Window Repairs and Maintenance 2022- 2026 HO WN 21 037/ NLC-CPT-21-045 (the ‘Contract’) to Walker Profiles Limited and it was necessary, due to the end of the tender evaluation date and committee cycle dates, to award the contract under section 23.3.2 of the Council’s General Contact Standing Orders. The Contract is for an initial period of 20 months, commencing on 23rd May 2022. The Council reserves the right to extend the Contract for additional periods, up to a maximum of a further 24 months. The value of the Contract shall not exceed Seven Million Five Hundred Thousand Pounds Sterling (£7,500,000.00) exclusive of VAT. Recommendations To homologate the decision taken by the Deputy Chief Executive to award a Measured Term contract to Walker Profiles Limited at the maximum value of Seven Million Five Hundred Thousand Pounds Sterling (£7,500,000.00) exclusive of VAT. This recommendation follows the completion of a procurement procedure, where the Tender recommended for award has been evaluated as providing the most economically advantageous Tender in terms of cost and quality for the Council. The Plan for North Lanarkshire AGENDA ITEM 20C Page 275 of 293
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Priority Improve economic opportunities and outcomes Ambition Statement (1) Ensure a housing mix that supports social inclusion and economic growth 1. Background 1.1 The requirements within the Contract are currently under contract with Walker Profiles Limited, the final contract extension period ends on 22nd May 2022. The Contract detailed within this report will commence on 23rd May 2022, this commencement date is 3 months earlier than the commencement date stated in the ITT. 1.2. This procurement is an above GPA threshold regulated procurement and has been discharged as a single-stage procurement process. 1.3. The incumbent contractor is Walker Profiles Limited. 1.4. This is the renewal of an existing contract which was approved at committee 10/05/2018. 1.5. A single lot approach was selected due the associated ease of contract implementation and efficiencies in contract management. 2. Report 2.1 A user intelligence group (the ‘UIG’) of technical and procurement representatives was formed to review technical specifications, discuss trading processes, market conditions and trends, ways to maximise community benefits and sustainability and to agree the procurement strategy that would deliver maximum benefit for the Council via the Contract. 2.2 The initial estimated value of the Contract dictated that the procurement procedure be undertaken in accordance with the Public Contracts (Scotland) Regulations 2015. The contract opportunity was published on the Public Contracts Scotland and the UK Find a Tender (FTS) website with a “Open” procurement procedure adopted. 2.3 The procurement procedure was undertaken as an “Open Procedure” based on the evaluation criteria and scoring methodology set out in the invitation to tender package within the procurement procedure, an evaluation of tender responses was completed by members identified by the UIG. The single award stage tender response was assessed and then the selection stage response was assessed for compliance that this met the published minimum selection stage criteria. 2.4 The tender submitted by Walker Profiles Limited has been evaluated as representing the most economically advantageous tender for this Contract, due to this being the only tender received in competition in an open tender exercise. The current contract had attracted two tenders in 2018, the second tenderer did not submit a bid on this occasion. Page 276 of 293
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2.5 The Contract award recommendation is made on the basis of the tenderer who submitted the most economically advantageous tender. 2.6 The maximum value of the contract is Seven Million Five Hundred Thousand Pounds (£7,500,000.00) exclusive of VAT including any option to extend the Contract. 2.7 The costs associated with contract delivery will be contained within the HRA Revenue Budget set for each financial year of the Contract period. 2.8 Appendix 1 confirms the scoring achieved, further details of the procurement procedure is provided in Appendix 2, and the SME status and location of the tenderer is located within Appendix 3. Price Savings / Increases/ Stability 2.9 Contract pricing is fixed from the contract start date on 23 May 2022 until 1 January 2023. Thereafter, prices will be adjusted annually by the application of the RICS BCIS All-in Tender Price Index. 2.10 The £7,500,000 maximum contract value, (approx. £2,000,000 per year, including all optional extension periods), was confirmed in May 2021 by the SRO. The maximum value was based on the current contract spend (£1.6M per year average July 2018 - Feb 2022) with a 25% contingency allowance to cover, • Inflation • COVID-19 restrictions lifting, allowing more work to be completed, and • contingency to cover material price increases which the incumbent contractor had highlighted as an issue in early 2021. 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, Walker Profiles Limited committed to deliver the following community benefits within the contract: Community Benefit Type Quantity Committed New Entrants – Key priority Groups 1 New Start - Apprentice 1 Work Experience Placement (16 + years of age) 1 Financial Support for a Community Project 1 Non-Financial Support for a Community Project 1 Page 277 of 293
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The community benefits delivered as part of the Contract includes the creation of jobs or apprenticeships. Fair Work First 2.13 Within their tender submission, Walker Profiles Limited advised that they will commit to the following areas of the Scottish Government “Fair Work First” initiative: • Accredited Living Wage Employer - all employees involved in this contract will be paid the ‘Living Wage’ as a minimum • Will observe the rules under the ‘Working Time Directive • A transparent pay system will be deployed on this framework/contract, free from any gender, race, religion, sexual orientation bias • Will offer flexible working hours on this contract to accommodate wider work-life balance and family • Provide equal opportunities to employees, adhering to the Equality Act 2010 • Carry out a training gap analysis, identifying training needs relevant to not only this contract but the individual’s desires i.e. multi-skilled • Will never use ‘zero-hour’ contracts for any directly employed staff and promote this approach to supply chain partners • Recognise the right of all employees to be members of Trade Unions, and has a positive record of industrial relations with staff and their appropriate union • Will not tolerate modern slavery or human trafficking in its supply chains or in any part of its business Contract Strategy 2.14 Officers from Housing, Property and Projects will be responsible for managing the Contract which will be undertaken in accordance with the Councils agreed approach to contract and supplier management. 3. Measures of success The Contract award will deliver the following: 3.1 the appointment of a Service Provider who has the experience and capability to deliver an innovative, high quality and responsive service; 3.2 conclusion of a procurement procedure that is compliant with procurement legislation and internal procedures; 3.3 confirmation that Best Value is both demonstrable and achieved; and 3.4 delivery of a range of Community Benefits. 4. Supporting documents Page 278 of 293
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Appendix 1 - Summary of Tender Evaluation Process Appendix 2 - Summary of Procurement Process Appendix 3 - SME status and location of all Tenderers Brian Lafferty Head of Business (Housing Property and Projects) Page 279 of 293
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? This Contract will work towards improving outcomes for people and communities by assisting the Council to reduce inequalities of outcomes caused by socio-economic disadvantage. The Council will continue to carry out equality impact assessments to determine if policies, practices, decisions, functions and strategies identify any negative impact on any particular group covered by the protected characteristics of the Equality Act 2010 If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☒ 5.2 Financial Impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? N/A 5.3 HR Policy Impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Page 280 of 293
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Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? N/A 5.4 Legal Impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? N/A 5.5 Data Protection Impact Does the report / project / practice contain or involve the processing of personal data? Yes ☒ No ☐ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e-mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital Impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ Page 281 of 293
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5.7 Environmental / Carbon Impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The Contract conditions encourage sustainable and safe environment; promote health and wellbeing; safe removal and disposal of materials. The contractor is BS EN ISO 14001 (or equivalent) and BS EN ISO 9001 (or equivalent) accredited and provided appropriate evidence of accreditation 5.8 Communications Impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk Impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.9.1 Risk will be minimised and managed by a designated contract manager in accordance with the specification and in line with the Council’s agreed approach to Contract and Supplier Management. 5.9.2 Health and Safety Risk The proposed contractor is required to be UKAS (BS EN ISO 45001) Accredited (or equivalent) and provided appropriate evidence of their accreditation. 5.9.3 Contract Award during COVID-19 Restrictions The Contract will be awarded in accordance with the Council’s General Contract Standing Orders and Legal and Procurement advice will be sought and adhered to with regards to commencing the Contracts whilst COVID-19 restrictions are in place or being reviewed. Risk of awarding the Contract during the current conditions will be identified and mitigated where possible. Page 282 of 293
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5.9.4 Furthermore, the Council may develop a Contract Mobilisation Plan with the successful Tenderer which shall take cognisance of the current COVID-19 precautions. Any changes to restrictions will be closely monitored. Page 283 of 293
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Appendix 1 – Summary of Tender Evaluation Process In the Award Stage, the tenderer price score was added to the quality scores to obtain the final tender score. Only the first ranking tenderer from Award Stage would undergo Selection Stage evaluation. Details are contained in the tables below. Table 1: Stage 1 – Award Stage Evaluation Outcome Final Rank Tenderer Name Total Tender Score (%) Recommended for Contract Award (Y / N) 1 Walker Profiles Limited 88.73 Y Table 2: Stage 2 – Selection Stage Evaluation Outcome Tenderer Name Part 3 A, B, C & D Part 4 A & B Part 4 C Part 4 D Selection Requirements Met? (Yes/No) Selection Criteria Selection Criteria Selection Criteria Selection Criteria Pass/Fail Pass/Fail Score (min = 70) Pass/Fail Walker Profiles Ltd Pass Pass 91.17 Pass Yes Page 284 of 293
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Appendix 2 – Summary of Procurement Process Contract Title MTC UPVC Door and Window Repairs and Maintenance 2022-2026 - HO WN 21 037/ NLC-CPT-21-045 Procurement Procedure Utilised: Open Procedure Governing Legislation / Regulations: Public Contracts (Scotland) Regulations 2015 Date Contract Notice Published: 13 December 2021 Total Expressions of Interest Received: 14 SME % of Expressions of Interest: 92% NLC Based % of Expressions of Interest: 23% Tender Return Deadline: 18 February 2022 Number of Tenders Received: 1 Tenders Received from SME’s: 1 Tenders Received from NLC Based Tenderers: 1 Number of Non−compliant Tenders: 0 Number of Compliant Tenders: 1 Number of Recommended Tenderers: 1 Basis of Contract Award: Quality: 40% Price: 60% Evaluation Team: Staff from Housing Property and Projects Anticipated Contract Start Date: 23 May 2022 Total Contract Period (Months): 20 months plus optional 24 months Maximum Total Contract Value: £7,500,000.00 Page 285 of 293
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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) Walker Profiles Limited Small North Lanarkshire Council Page 286 of 293
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref CG/JMcK Date 31/08/22 Contracts awarded below Committee approval threshold From Head of Asset and Procurement Solutions E-mail mckinstryj@northlan.gov.uk Telephone James McKinstry 07939 281102 1. Background Executive Summary This report notifies the Committee of the contracts awarded between 1 January 2022 to 30 June 2022. It sets out those contracts awarded with a value below the financial threshold requiring Committee approval. Recommendations The Housing Committee are: • advised of the Contracts awarded below Committee approval threshold between 1 January 2022 to 30 June 2022 as per the process within the Council’s General Contract Standing Orders. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (17) Ensure we keep our environment clean, safe, and attractive 1.1 The Councils General Contract Standing Orders (the ‘GCSOs’) outline financial approval thresholds for contracts for goods, works and services. Contract awards above £500,000 for Supplies and Services and above £2,000,000 for Works require approval by the Committee. These contract awards are considered by the Committee on a case-by-case basis. 1.2 Where the value of a contract award is between £50,000 and £500,000 for Supplies and Services and between £500,000 and £2,000,000 for Works, GCSOs require that the Head of Asset and Procurement Solutions award these contracts on behalf of the appropriate Chief Officer. 1.3 The Head of Asset and Procurement Solutions is required to notify Committee on a regular basis of any such contracts awarded on behalf of Procuring Service Areas. AGENDA ITEM 21 Page 287 of 293
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2. Report 3. Measures of success 4. Supporting documentation 4.1 Appendix 1 - Summary of contracts awarded. James McKinstry Head of Asset and Procurement Solutions 2.1 The GCSOs require that contracts in excess of £500,000 for supplies and services and £2,000,000 for works are approved, on a case-by-case basis, by the Committee before award. 2.2 The GCSOs require that contracts with a value above £50,000 but less than £500,000 for Supplies and Services and above £500,000 but less than £2,000,000 for Works are awarded by the Head of Asset and Procurement Solutions on behalf of the appropriate Chief Officer. 2.3 The contracts awarded by the Head of Asset and Procurement Solutions that are under the £500,000 Committee financial approval threshold for Supplies and Services and £2,000,000 for Works in the period from 1 January 2022 to 30 June 2022 are detailed in Appendix 1. 3.1 Contracts support the delivery of Council and service priorities. 3.2 Appointment of contractors who have suitable experience and capability to deliver the required supplies, services or works. 3.3 Contracts awarded by the Council are compliant with GCSOs and procurement legislation. 3.4 The Council’s Contract Register is kept updated by services and management information is comprehensive and accurate. 3.5 Best Value is both demonstrable and achieved. Page 288 of 293
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☒ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Where Financial impacts have been identified, they have been established and addressed in each specific Contract Strategy and incorporated into the project. The Council’s Procurement Strategy proposes methods of maximising the delivery of procurement benefits that could bring improved financial return to the Council and the areas wider economy. Certain benefits have a monetary value attached and these will be monitored on a project-by-project basis. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☒ No ☐ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Where HR impacts have been identified, they have been established and addressed in each specific Contract Strategy and incorporated into the project. Contracts awarded by the Council are compliant with GCSOs and procurement legislation. 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☒ No ☐ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Where Legal impacts have been identified, they have been established and addressed in each specific Contract Strategy and incorporated into the project. Page 289 of 293
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Contracts awarded by the Council are compliant with GCSOs and procurement legislation. 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☒ No ☐ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☒ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☒ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Sustainable procurement is one of the key objectives of the Strategy and will have a positive impact, including, embedding sustainable procurement as business as usual and incorporating community benefits into the Councils contracts. Supporting local businesses and SMEs through closer working with colleagues in the Council’s Enterprise department and by making our processes more streamlined and accessible. Where Environmental/Carbon impacts have been identified, they have been established and addressed in each specific Contract Strategy and incorporated into the project. 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Where Risk impacts have been identified, they have been established and addressed in each specific Contract Strategy and incorporated into the project. Page 290 of 293
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Contract award procedures may be susceptible to legal challenge if they are not discharged in accordance with GCSO and procurement legislation. Page 291 of 293
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APPENDIX 1 – SUMMARY OF BELOW THRESHOLD CONTRACT AWARDS Contract Description Contract Award Date Contract Start Date Contract End Date Contract Extension Contract Value (inc extension) (£s) Pre- Procurement Estimate (£’s) Successful Tenderer Supplies Services Works No of Tenders Received Route* Provision of a Payment Solution for Tower Laundries 21/01/2022 01/02/2022 31/03/2026 N/A £93,120.00 £93,120.00 Electrolux Professional Services Services 1 N* MTC: Fire Alarms Smoke Alarms and Protection Systems - Servicing and Maintenance 11/03/2022 12/03/2022 13/11/2022 N/A £175,000.00 £175,000.00 SPIE Scotshield Ltd Services 1 N* Contract Progress Analyst / Programmer 16/03/2022 03/04/2022 02/04/2023 N/A £178,962.50 £178,962.50 Harvey Nash PLC Services 1 EXT** Housing Sustainment Direct Support 23/03/2022 01/04/2022 31/03/2023 N/A £150,000.00 £150,000.00 Simon Community Services 1 DAH&SC* ** Housing Transformation Digitisation Programme 06/04/2022 14/02/2022 13/05/2022 13/05/2022 £120,510.00 £120,510.00 Agilisys Ltd Services 1 DAF3 MTC: Water Quality Assessment and Lead Mains Replacement 2022-24 13/04/2022 25/05/2022 24/05/2023 24/05/2024 £1,899,999.99 £1,899,999.99 Belac Group Limited Works 1 CO MTC: Repairs to TV Aerials 2022-25 27/04/2022 01/05/2022 21/01/2024 21/01/2025 £550,000.00 £550,000.00 MRM Electrical Solutions Ltd Works 3 CO Demolition of Allan, Coursington & Draffen Towers, Motherwell 29/04/2022 25/05/2022 21/01/2024 21/01/2024 £1,930,131.00 £2,500,000.00 JCH Plant Hire Ltd Works 8 CO MTC: Asbestos Air Monitoring, Sampling & Analysis to Domestic Properties 2022-25 Lot 1 06/05/2022 23/05/2022 24/01/2024 24/01/2025 £285,000.00 £285,000.00 Environmental Essentials Ltd Services 7 CO Demolition of Shawhead Flats 24/05/2022 01/08/2022 30/06/2023 N/A £645,502.20 £700,000.00 MGR Industrial Services Ltd Works 10 FMC3 Lift Replacement and Associated Works in 4No. Tower Blocks, North Lanarkshire; Phase 3 26/05/2022 30/05/2022 15/03/2024 N/A £1,424,998.00 £1,400,000.00 Consult Lift Services Ltd Works 4 CO MTC: Water Quality Control Services 2021-25 26/05/2022 20/08/2022 31/01/2024 31/01/2025 £500,000.00 £500,000.00 SPIE Ltd Services 7 CO MTC: Provision of Independent Gas Services Audits 2022-25 16/08/2022 19/05/2022 18/05/2024 18/05/2025 £170,000.00 £170,000.00 Morgan Lambert Ltd Services 3 CO *Contract awards via the use of the Negotiated Tendering Procedure to incumbent providers to ensure continuity of service provision to allow a review and redesign of future requirements for these services. Page 292 of 293
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**Contract extension to incumbent provider delivering best value. Provision for extension made in original contract award reported to previous Committee. *** Legislation allows for Direct Award due to the sensitive and specialist area of work. This conforms with the Procurement Reform (Scotland) Act 2014 and the Procurement Scotland Regulations 2016 for Health and Social Related Services and Scottish Government guidance. Key – Procurement Route CO - Contract Open Procedure CR - Contract Restricted Procedure FO - Framework Open Procedure FR - Framework Restricted Procedure FMCC - Mini Comp Council Framework FMC3 - Mini Comp 3rd Party Framework DAFC - Direct Award Council Framework DAF3 - Direct Award 3rd Party Framework DAH&SC - Direct Award Health & Social Care Related Services N - Negotiated Contract EXT - Extension to Contract/Framework Page 293 of 293