Agenda Document Pack - Policy and Strategy Committee - 19/03/2026
North Lanarkshire Council · 19 March 2026
Back to Policy and Strategy Committee — 19 March 2026 and its agenda
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10 March 2026 Members of the Policy and Strategy Committee Chief Executive’s Office Rachel Blair Chief Officer (Legal & Democratic) Civic Centre, Windmillhill Street, Motherwell ML1 1AB www.northlanarkshire.gov.uk Notice is given that a Meeting of the Policy and Strategy Committee is to be held in the Council Chamber, Civic Centre, Windmillhill Street, Motherwell, ML1 1AB on Thursday, 19 March 2026 at 14:00 PM which you are requested to attend. The agenda of business is attached. Rachel Blair Chief Officer (Legal & Democratic) Members : Clerk Name: Mark Hamill Clerk Telephone: 07811294702 Clerk Email: committee@northlan.gov.ukk J Logue, T Fisher, L Roarty, C Barclay, A Beveridge, H Brannan-McVey, A Campbell, T Carragher, C Costello, M Coyle, K Duffy, W Goldie, D Johnston, J Leckie, H Loughran, M McBride, C McManus, M McPake, L Nolan, G Robinson, A Smith, A Stubbs, R Sullivan, S Watson, G Woods. Page 1 of 454
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Agenda 1 Declarations of Interest In Terms of the Ethical Standards In Public Life Etc. (Scotland) Act 2000 Minutes Minute of Meeting of Audit and Scrutiny Panel of 4 March 2026 Submit the minute of the Meeting of Audit and Scrutiny Panel held on 4 March 2026 7 - 12 Operational 3 Delivering the Programme of Works to 2028 - Achievements to Date Submit report by the Chief Executive providing an update on the delivery of the Programme of Work to 2028 and the key achievements to date 13 - 66 4 The North Lanarkshire Context, Challenges and the Next Steps Submit report by the Chief Executive providing an interim update on mid-term review of the Programme of Works, framed by the latest Health Check Indicator results, the challenges facing the wider local government environment, and the implications for delivering North Lanarkshire’s priorities. 67 - 142 5 Social Value Framework Submit report by the Chief Officer (People Resources) seeking approval of the Council's Social Value Framework. 143 - 176 6 UK Government Local Growth Funding Submit report by the Chief Officer (Place) providing an update on the UK Government's Local Growth Fund. 177 - 188 Page 3 of 454
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7 Embedding the United Nations Convention on the Rights of the Child (UNCRC) and Realising Children’s Rights in North Lanarkshire Submit joint report by the Chief Social Work Officer (Education, Families, Justice and Integrated Practice) and Chief Officer (Legal and Democratic) seeking approval to adopt a clear best practice policy approach to the incorporation of the United Nations Convention on the Rights of the Child (UNCRC). 189 - 200 8 Information Governance Policies and Guidance: Two-yearly Review and Update 2025 Submit report by the Chief Officer (Legal and Democratic) providing an update on the review of Information Governance Policies and Guidance and seeking approval to implement the polices. 201 - 284 9 Review of the Council’s Democratic, Committee, and Decision Making Governance Procedures – Phase 1 Update and Programme Framework Submit report by the Chief Officer (Legal and Democratic) providing an update on the delivery of Phase 1 (Foundations - Governance Systems and Access) of the review of the Council's Democratic, Committee and Decision-Making Governance Procedures. 285 - 298 10 UK Town of Culture Submit report by the Chief Officer (Community Operations) advising of the proposal to submit an application for Cumbernauld to become UK City of Culture. 299 - 304 11 Corporate Booking System – Update of Implementation Submit report by the Chief Officer (Community Operations) providing an update on the implementation of the Corporate Booking System. 305 - 310 Page 4 of 454
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12 Ravenscraig Community Hub Submit a report by the Depute Chief Executive outlining the work undertaken in relation to the development of Ravenscraig Community Hub and the options appraisal exercise for the provision of mainstream school provision. 311 - 336 13 Civic Theatre & Concert Hall Update Submit report by the Chief Officer (Assets and Procurement) providing an update on the current position with regard to Civic Theatre and Concert Hall within the Motherwell Civic Centre Complex. 337 - 350 14 Risk Management Strategy Submit report by the Chief Officer (Audit and Risk) seeking approval of the revised Risk Management Strategy. 351 - 396 15 Corporate Fraud Policy Submit report by the Chief Officer (Audit and Risk) seeking approval of the updated Counter Fraud Policy. 397 - 416 Financial 16 Capital Programme Submit report by the Depute Chief Executive setting out the annual update on the Council’s Strategic Capital Investment Programme. 417 - 446 Contracts 17 Contract Award for Postal Services Submit report by the Interim Chief Officer (Strategy and Engagement) seeking approval to award the Interim Contracts for Postal Services for a period of up to 12 months. 447 - 454 Page 5 of 454
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AUDIT AND SCRUTINY PANEL – 4 MARCH 2026 1 Thursday, 4 March 2026 at 2pm. A Meeting of the AUDIT AND SCRUTINY PANEL PRESENT Councillor Watson, Convener; Councillor Kelly (Vice Convener); Councillors Costello, Hughes, Hume, Leckie, McCrory, M. McCulloch, McLaren and Robinson. CHAIR Councillor Watson (Convener) presided. IN ATTENDANCE Chief Officer (Audit and Risk), Chief Officer (Finance and Technology), Chief Officer (Housing and Communities); Chief Officer (Legal and Democratic), Audit Manager, Corporate Risk Manager, Strategy and Customer Experience Manager, Strategy, Performance and Data Manager, and Democratic Officer. ALSO IN ATTENDANCE John Boyd and Pauline Murray, Audit Scotland. APOLOGY Councillor D. Johnston. DECLARATIONS OF INTEREST IN TERMS OF THE ETHICAL STANDARDS IN PUBLIC LIFE ETC. (SCOTLAND) ACT 2000 1. The meeting noted that there were no declarations of interest. CHANGES TO THE CODE OF PRACTICE ON LOCAL AUTHORITY ACCOUNTING 2025/26 2. There was a report submitted by the Chief Officer (Finance and Technology): (1) explaining that the Council's Financial Statements are compiled in accordance with the Code of Practice on Local Authority Accounting in the United Kingdom, which is based on International Financial Reporting Standards and also the requirements of the accounting and statutory guidance of the UK Government and that, further, the Code requires appointed auditors to pay due attention to quarterly bulletins published by Audit Scotland; (2) highlighting any significant changes to the Code, or guidance in the technical bulletins, which might impact on the accounting requirements and presentation of the Council's 2025/26 Annual Accounts, and (3) indicating that the 2025/26 Unaudited Annual Accounts were due to be submitted to External Audit by 30 June 2026. Decided: - (1) that the contents of the report be acknowledged; and (2) that the actions being taken to ensure the Council submits a fully compliant set of Annual Accounts to External Audit be recognised. Page 7 of 454
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AUDIT AND SCRUTINY PANEL – 4 MARCH 2026 2 HOUSING PERFORMANCE UPDATE 3. There was a report submitted by the Chief Officer (Housing and Communities): (1) detailing a response in respect to the variance between: (a) the red indicators shown in the housing section of the quarterly performance assurance review report; and (b) the accompanying narrative for these indicators within the same report; and (2) providing the supplementary information to ensure performance is considered with the most up to date context, the future improvement actions to support transparency and a full understanding of performance outcomes for the service. Following discussion, it was requested that a report on reactive repairs appointments be submitted to the next meeting of the Panel, which was agreed. Decided: - (1) that the explanation for the difference between the red indicators highlighted on the report, and the narrative provided in respect of these, be noted; (2) that the current position in respect of the indicators where no narrative was provided in the previous report, be noted; (3) that the actions proposed to ensure an explanation of all ‘Red’ indicators is provided in all future reports be noted; and (4) that a report on the non-reporting of reactive repairs appointments be submitted to the next meeting of the Panel AUDITING BEST VALUE IN LOCAL GOVERNMENT - UPDATE 4. There was a joint report by the Interim Chief Officer (Strategy and Engagement) and Chief Officer (Legal and Democratic): (1) providing an update on the new national approach to auditing Best Value which requires the Council to ensure arrangements are in place to secure continuous improve in delivery the best possible services and outcomes for the public; (2) detailing the priority for the year four thematic Best Value audit work, and the implication for the Council; and (3) highlighting the role (in line with the Scheme of Administration) in terms of ensuring the Council continues to secure Best Value in practice in line with the statutory duty. Decided: - (1) that the update to the national approach to auditing Best Value, the priority for the year four thematic Best Value audit work, and the implications for the Council in this respect be noted; and (2) that their role (in line with the Scheme of Administration) in terms of ensuring the Council continues to secure Best Value in practice in line with the statutory duty be endorsed. SCRUTINY WORK PROGRAMME - ANNUAL UPDATE 5. There was a joint report submitted by the Interim (Chief Officer – Strategy and Engagement) and Chief Officer (Legal and Democratic): (1) providing an update in relation to the Scrutiny Work Programme, items reported previously to the panel and scheduled on the Scrutiny Work Programme for the year ahead; and (2) aiming to ensure the Council fulfils both (a) its statutory Best Value duty (with scrutiny structure that supports Elected Members in reviewing and challenges performance); and (b) the principles of good corporate governance (as set out in the CIPFA Delivery Good Governance in Local Government Framework (2016). Decided: - Page 8 of 454
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AUDIT AND SCRUTINY PANEL – 4 MARCH 2026 3 (1) that the annual update to the composite Scrutiny Work Programme and reporting schedule for the scrutiny function of the Audit and Scrutiny Panel, as set out in Appendix three to the report be noted; (2) that the role of Panel Members in identifying potential issues for inclusion in the Scrutiny Work Programme in line with the Assessment and Prioritisation Process (in Appendix two the report) and the overall approach (in Appendix one to the report) be endorsed, and (3) that the Panel continue to carry out their scrutiny role in reviewing and challenging performance to ensure the Council fulfils its statutory Best Value duty. PERFORMANCE REPORTING SCHEDULE - QUARTERLY PERFORMANCE ASSURANCE REVIEW 6. There was submitted a joint report by the Interim Chief Officer (Strategy and Engagement) and Chief Officer (Legal and Democratic): (1) providing the Panel with the outcome of the latest quarterly performance assurance review which was undertaken on performance reports submitted to Council Committees during Cycle Four of 2025; and (2) attaching, as Appendices to the report: (a) Chief Officer individual performance reviews submitted to Service Committees in line with the Strategic Performance Framework; and (b) Chief Officer Service specific reporting which takes place each year to meet business and/or statutory obligations. Decided: that the composite overview of performance reporting provided in Appendices one and two to maintain an awareness within the latest Performance Reporting Schedule be noted. PROJECT MANAGEMENT FRAMEWORK QUALITY ASSURANCE - ANNUAL REPORT 7. There was submitted a joint report by the Interim Chief Officer (Strategy and Engagement) and Chief Officer (Legal and Democratic): (1) advising that the delivery of the Plan for North Lanarkshire is subject to Quality Assurance arrangements in line with the corporate Project Management Framework; and (2) aligning the governance support the Programme of Work to ensure the Council can (a) demonstrate compliance with the Project Management Framework; and monitor delivery of programmes, projects and activities supporting the Programme of Work. Decided: - (1) that the rolling review programme now well established to support the Quality Assurance arrangements be acknowledged; (2) that the analysis of the latest position as at January 2026 which provides assurances that the Council has adopted suitable review procedures and the independent reviews being undertaken during a project’s life cycle are adding value be noted, and (3) that the role of the Panel set out if the next steps at paragraphs 2.6 and 2.7 to support ongoing oversight and assurance be noted. AUDIT AND RISK RELATED ITEMS: ACTION LOG 8. There was submitted a report by the Chief Officer (Audit and Risk): (1) enabling the Panel to track implementation of requests and recommendations made by it in respect of Audit and Risk related items; and (2) attaching, as an Appendix to the report, the action log, recording the requests and recommendations by the Panel, and when these had been addressed and/or were expected to be addressed. Decided: that the report be noted. Page 9 of 454
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AUDIT AND SCRUTINY PANEL – 4 MARCH 2026 4 INTERNAL AUDIT: PROGRESS REPORT 9. There was submitted a report by the Chief Officer (Audit and Risk): (1) providing an overview of Internal Audit activity and reporting the results of Internal Audit outputs finalised since the last update to the Panel in November 2025; (2) highlighting the progress with the 2025/26 Internal Audit Plan; and (3) providing an update on performance management. During discussion on this matter, a question was asked in respect of which Officer committed to respond outwith the meeting: “Can you clarify how many volunteers require and already have PVGs, how these will be recorded internally and the arrangements to be put in place to ensure records are and remain up to date?” (Cllr Robinson). Following discussion, it was agreed that an update report in relation to the aforementioned question be submitted to the next meeting of the Panel. Decided: (1) that the content of the Internal Audit reports together with the associated management responses be noted; (2) that the Internal Audit report to future meetings of the Panel on the progress in implementing agreed management actions categorised as ‘High’ or ‘Medium’ priority be acknowledged; and (3) that an updated report on PVGs be submitted to the next meeting of the Panel. INTERNAL AUDIT: FOLLOW-UP OF IMPLEMENTATION OF AUDIT RECOMMENDATIONS 10. There was submitted a report by the Chief Officer (Audit and Risk): (1) detailing the extent to which management had implemented actions previously committed to in response to recommendations contained within Internal Audit reports, where those actions were due to be completed in the period up to 31 December 2025; (2) advising that Internal Audit had concluded that of the 27 actions agreed in response to relevant Internal Audit recommendations during the period 12 had been fully completed, and of the 15 recommendations that remain outstanding, two have an implementation date which are more than 12 months overdue; (3) explaining that of the 20 actions due in respect of external outputs, seven had been completed, four had been partially implemented, one is no longer relevant and eleven were not due yet; (4) attaching, in Appendix one to the report, the register of outstanding Internal Audit Recommendations; (5) advising that since April 2021, 94% of all relevant audit recommendations have been satisfactorily implemented by Services, meaning that only 6% of these audit recommendations remain outstanding; and (6) enclosing in Appendix two to the report, External Audit recommendations transferred to risk register. Decided: (1) that the contents of the report be noted. RISK MANAGEMENT UPDATE 11. There was submitted a report by the Chief Officer (Audit and Risk): (1) providing an overview of the Corporate Risk Register and developments on Corporate Risks since the last update to the Panel in November 2025; and (2) summarising the key considerations of the Risk Management Corporate Working Group within the reporting period. Decided: Page 10 of 454
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AUDIT AND SCRUTINY PANEL – 4 MARCH 2026 5 (1) that the Corporate Risk Register as detailed in Appendix one to the report, be noted; (2) that that the changes to corporate risk assessments in sections 2.2 to 2.4 of the report, be noted; (3) that the overview of high scoring service level risk as set out in Appendix two to the report and described in section 2.25 of the report be noted; (4) that the Corporate Risk Benchmarking detailed in Appendix three and as described at section 2.6 of the report, be noted; and (5) that the summary of other risk management developments as noted at section 2.8 of the report, be noted. AUDIT SCOTLAND – ANNUAL AUDIT PLAN 2025 – 26 12. There was submitted a report by the Chief Officer (Audit and Risk): (1) presenting the Annual Audit Report produced by the Council's appointed External Auditors, Audit Scotland; and (2) attached, as Appendix one to the report, the External Auditor's 2025-26 Annual Audit Report which summarises the audit work completed and presenting the main findings arising from the audit and containing audit recommendations and responses, including planned actions, which had been agreed by management. (1) that the External Auditor's 2024-25 Annual Audit Report be noted; and (2) that monitoring of the implementation by management of actions agreed in response to External Audit's recommendations be undertaken through reports to the Panel from Internal Audit. Page 11 of 454
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North Lanarkshire Council Report Policy and Strategy Committee Does this report require to be approved? ☐ Yes ☒ No Ref DM/SL Date 19/03/26 Delivering the Programme of Work to 2028 - achievements to date From Des Murray, Chief Executive E-mail murraydes@northlan.gov.uk Executive Summary The Plan for North Lanarkshire, established in 2019, set a clear vision of inclusive growth and prosperity for all, aiming to bring equal benefits and a fairer distribution of wealth to all North Lanarkshire’s people and communities. Delivering this vision through the Programme of Work means transforming North Lanarkshire’s places, improving local environments, and integrating policies, services, and systems to respond to growing social complexity and improve outcomes for the people and communities of North Lanarkshire. Approved in March 2023, the Programme of Work to 2028 set out improvements for delivery across seven priorities - Transforming Places, Invest in North Lanarkshire, Sustainable Futures, Resilient People, Brighter Futures, Digital North Lanarkshire, and One Service. By aligning council and partnership activity around a set of inter-related deliverables (approved in September 2023), the council aims to accelerate transformation and deliver meaningful change for local people. Delivery of the programmes, projects, and activities within the Programme of Work is overseen by Strategic Boards through a consistent corporate monitoring process across all seven priorities. Appendix 1 provides a summary of delivery to date, with recent key highlights outlined below. • The highest ever breastfeeding rates recorded for North Lanarkshire show 53.3% of babies being breastfeed at the first review (10-14 days old) and 35.6% at the 6-8 week review. Over 900 organisations have joined the Breastfeeding Friendly Scotland scheme, helping normalise and support breastfeeding across communities and giving every baby the best start in life. • Major progress on new community hubs with Orbiston’s main building now operational, and four additional hubs on track for delivery by the end of 2026. • £1.4m National Lottery Heritage Funding secured to restore and redevelop Airdrie Library, strengthening connections between communities and their heritage. Work will include enhancing the display of existing museum collections, improving accessibility, and helping visitors deepen their understanding of Airdrie’s history. • Completion of the phase 1 towers reprovisioning programme (1,550 flats), with demolitions progressing to make way for new modern homes. Phase 2 is advancing well, with 47% of the 964 properties empty. • New supply programme delivery increasing to 2,588 to further support the regeneration Item 3 Page 13 of 454
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of local communities and town centres, create jobs, and boost the local economy. • New vocational hub opening at Our Lady’s High School, offering practical skills, industry-recognised qualifications, and enhanced support for young people, including those with additional needs or care experience. • The DataVita - CoreWeave announcement positioning North Lanarkshire as a potential UK leader in the data and digital economy, establishing one of the world’s most advanced AI sites within a newly designated UK AI Growth Zone. • Continued strong economic performance, with Gross Value Added up 12.5%, business numbers rising to 8,515, and significant growth in construction and retail. • Significant housing improvements, including 278 new energy-efficient council homes, 293 under construction, and 92 purchased to support housing need and prevent homelessness. Over £59m investment in upgrading existing homes and more than 6,000 energy-efficiency measures delivered. • Ongoing community engagement to shape key strategies and programmes of work, including consultation on the new draft Local Transport Strategy to improve connectivity, enhance accessibility, and create a more efficient and inclusive transport network for residents and visitors, and the draft Open Space Strategy which sets out how parks, play areas, and green spaces will be protected, improved, and developed for the future. • A positive Best Value audit report, with the Accounts Commission recognising the council’s bold vision, strong partnerships, and focused Programme of Work which is delivering real improvements for people and communities - noting this is underpinned by sound financial and performance management and meaningful community engagement. Next steps developments include: • Delivery of four new community hubs - St Kevin's Community Hub in Coatbridge, Gartcosh Community Hub in the Northern Corridor, St Stephens Community Hub in Coatbridge, and Chryston High extension and third sector early years creation in the Northern Corridor - all due for completion by the end of 2026. • The proposed £8.2billion investment through the DataVita - CoreWeave announcement, subject to planning permission, which could create up to 3,400 direct jobs and potentially as many as 7,000 jobs in the wider area. With a £543 m community fund, the plans have the potential to secure significant long-term value and benefits for local people, communities, and the future prosperity of North Lanarkshire. • Redevelopment work on Airdrie Library with structural replacement, full accessibility improvements, a new observatory platform, expanded spaces, and enhanced museum displays. • Next stage progress on the phase 2 towers reprovisioning programme, with the first demolitions scheduled to take place in the spring of 2027. • Next steps following the planning applications which have been submitted for the East Airdrie Link Road and new University Hospital Monklands which will allow for co- ordinated delivery, including new connections, bridges, and improved access routes. • Publication of the council’s 10-year Business and Industry Strategy alongside new investment as more businesses establish or expand their operations in North Lanarkshire. • Implementation of the 2026-28 Local Housing Strategy, which sets out the long-term ambitions for sustainable and inclusive housing and communities. Since its inception, the Programme of Work has provided a clear and stable strategic direction for the council, delivered through a one council approach focused on transforming North Lanarkshire and improving people’s lives. The achievements highlighted in this report, and in previous six-monthly updates to the Committee, demonstrate the significant pace of change that is taking place across local communities - helping to create the conditions for learning, opportunity, and wellbeing, and strengthening North Lanarkshire’s position as a place to live, learn, work, invest, and visit. Page 14 of 454
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1. Background 1.1 Members of the Policy and Strategy Committee are well versed in The Plan for North Lanarkshire and its vision for North Lanarkshire to be a place of inclusive growth and prosperity for all which brings equal benefits and a fairer distribution of wealth to all North Lanarkshire’s people and communities. 1.2 As the delivery vehicle for The Plan for North Lanarkshire, the Programme of Work has, since 2019, provided a stable yet flexible framework for delivering The Plan for North Lanarkshire, supporting effective management of complex, inter-connected programmes, projects, and activities. The continued commitment of the Policy and Strategy Committee to the one plan approach has driven significant progress and enabled meaningful transformation across North Lanarkshire. 1.3 Following Policy and Strategy Committee approval of the Programme of Work to 2028 and its subsequent deliverables, the focus for The Plan for North Lanarkshire is on further embedding a single, integrated one place, one plan, one council approach. This unified direction is essential to increasing scale and impact, accelerating place-based transformation, and delivering sustainable improvements for the people and communities of North Lanarkshire. 1.4 Delivery of the Programme of Work to 2028 continues to be monitored through the Single Integrated One Council Delivery Plan and established governance arrangements. The Policy and Strategy Committee maintains strategic oversight of the Programme, including “development, co-ordination, and monitoring of The Plan for North Lanarkshire” and keeping under review such “programmes as the Committee considers necessary to achieve the council’s long-term aims and objectives”. This role includes strategic oversight of transformation projects and activities. This ongoing transformation continues to be enabled by consistent decisions of the Policy and Strategy Committee and the wider committee structure, whose support has allowed the Programme of Work to progress at pace while maintaining the financial sustainability of the council. Recommendations It is recommended that the Policy and Strategy Committee: (1) Take cognisance that this report provides a six-monthly update on progress in delivering the Programme of Work to 2028, in line with the Committee’s strategic oversight and the commitment made in March 2024, (2) Endorse the ongoing role of the Policy and Strategy Committee in supporting delivery of The Plan for North Lanarkshire through the Programme of Work, and (3) Continue to provide strategic oversight of the transformation projects and activities that underpin the Programme of Work, ensuring their ongoing development, co- ordination, and monitoring. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Programme of Work All Programmes of Work Page 15 of 454
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1.5 This report provides the latest progress update on delivery of the Programme of Work to 2028 for the strategic oversight of the Policy and Strategy Committee. Key performance and delivery highlights are outlined in the executive summary, with further details provided in Appendix 1. 2. Monitoring delivery of the Programme of Work to 2028 2.1 Throughout 2024/25 and into 2025/26, the Single Integrated One Council Delivery Plan has been monitored quarterly by the Programme of Work Strategic Boards through a consistent corporate process across all seven priorities. Project Managers and Activity Leads provide updates assessing progress across six dimensions - scope, cost / budget, quality, resources, risk, and within time / on schedule - along with a percentage-completion status for each project or activity. 2.2 Appendix 1 provides an overview of progress in delivering the Programme of Work priorities, summarising performance against the high-level deliverables approved by the Policy and Strategy Committee in September 2023. The RAG status reflects progress across the six dimensions outlined in paragraph 2.1. The latest position is summarised below. • 93% of all actions in the delivery plan supporting the high-level deliverables have commenced to the initial stages, 7% are not yet due to start. - 36% of all delivery plan actions are complete or at the final closure stage (an increase from 30% as at the progress report in September 2025). - 89% of all delivery plan actions have reached the delivery and ongoing management and monitoring stage (an increase from 83% as at the progress report in September 2025). • In terms of delivery within the six dimensions (i.e. scope, cost / budget, quality, resources, risk, and within time / on schedule) - of those commenced: - 38% of delivery plan actions have been assigned a Blue RAG status. - 55% of delivery plan actions have been assigned a Green RAG status. - 7% of delivery plan actions have been assigned an Amber or Red RAG status (for these actions additional commentary is included in Appendix 1). 2.3 A formal change process supports Strategic Board oversight of the Programme of Work, ensuring the Policy and Strategy Committee is informed of changes to the deliverables originally approved in September 2023, with changes noted in Appendix 1. Next steps 2.4 Looking ahead, it is essential that the Programme of Work continues to provide the stable strategic direction and one council approach needed to drive transformation across North Lanarkshire. The latest results for the 28 Health Check Indicators show a strong 68% improvement over the period of The Plan for North Lanarkshire, reflecting clear progress, although wider pressures continue to create fragility. The accompanying report (setting out the latest North Lanarkshire, context, challenges, and next steps) provides an update on the mid-term review to ensure the Programmer of Work remains current, relevant, and deliverable, with next steps scheduled to be presented to the Policy and Strategy Committee in cycle 2 of 2026. 2.5 Quarterly progress monitoring will continue to be carried out by each Programme of Work Strategic Board to ensure effective oversight and management of delivery against Page 16 of 454
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the six dimensions, alongside assessment of overall completed status. Six monthly progress update will continue to be reported to the Policy and Strategy Committee. 2.6 Future Programme of Work reports will also include reporting of benefits realised, to demonstrate the successful delivery of intended outcomes and further support implementation of recent audit recommendations. 3. Measures of success 3.1 Measures of success will be demonstrated through progress in delivering the Programme of Work and ensuring that the council’s portfolio of programmes, projects, plans, and activities has a positive impact on the North Lanarkshire context, as evidenced by the 28 Health Check Indicators. This will support achievement of the long-term vision of inclusive growth and prosperity for all, as set out in The Plan for North Lanarkshire. 4. Supporting documentation 4.1 Appendix 1 - Summary of progress in delivering the Programme of Work to 2028. Des Murray Chief Executive 5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ Page 17 of 454
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If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☒ No ☐ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? The legal impact in this report is only in relation to supporting demonstration of the council’s compliance with the relevant legislation listed below. It does not introduce new legal duties or changes to the council’s statutory duty in this respect. • The Local Government Act 1992 established the role of the Statutory Direction to direct the “publication of information as to standards of performance”. • The Local Government in Scotland Act 2003 which introduced the duty of Best Value; this requires that councils “make arrangements to secure continuous improvement in performance”. 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Page 18 of 454
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Work to ensure ongoing monitoring of Programme of Work delivery and assess if delivery is within the dimensions of scope, cost / budget, quality, resources, risk, within time / on schedule, and % completed status - and ensure that all stakeholders are informed of progress in line with their respective oversight role - contributes towards mitigating the risks on the Corporate Risk Register for the governance, leadership, and decision making risk and the risk in relation to delivery of the approved programme of work. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 19 of 454
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Appendix 1 Summary of progress in delivering the Programme of Work to 2028 Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at December 2025 (unless otherwise stated) (including narrative where RAG status is Red or Amber) Transforming Places [ overall completed status = 23% ] Town and community hubs Complete 6 new build Town and Community Hubs and a £35m extension to Chryston High, transforming and creating key assets, through the replacement of schools with hubs within the heart of local communities. Mar-23 Mar-27 Green At delivery and ongoing management and monitoring stage. All 5 of the projects / activities within this deliverable are underway: • Orbiston Community Hub in Bellshill - the main building is complete and operational. Contractor now working on demolishing the old buildings and landscaping, expected to be complete late 2026. • St Kevin's Community Hub in Coatbridge - construction is underway, expected to open in April 2026. • Gartcosh Community Hub in the Northern Corridor - construction is underway, with an expected completion date of September 2026. • St Stephens Community Hub in Coatbridge - construction is underway, completion expected October 2026. • Chryston High extension and third sector early years creation in the Northern Corridor - under construction, with phase one completion expected November 2026. New supply programme Deliver 2,000 new council homes between 2023 and 2028 and a further 2,354 by 2035 to help meet housing need and support town centre and community regeneration. Apr-23 Mar-35 Green At delivery and ongoing management and monitoring stage. The new supply programme continues to deliver on the range of projects and activities within this deliverable, bringing the total number of new homes delivered as at February 2026 to 2,588. As at February 2026: - 1,328 new homes have been delivered by the council’s new build programme. - 959 homes have been delivered by the open market purchase scheme. - 363 homes have been delivered through off the shelf acquisitions since 2023. Regular progress updates in respect of new supply programme delivery continue to be reported to the Housing Committee with the most recent in November 2025 (link), this included an update on new supply community benefits (link). Local Development Plan Develop a new Local Development Plan to support and facilitate future development in the right locations to help attract investment in new homes and businesses and support sustainable communities and employment. Jan-24 Jun-28 Green At delivery and ongoing management and monitoring stage. 2 of the 6 projects / activities within this deliverable are currently underway. The remaining activities are not scheduled to begin until the draft plan has been developed and approved through the gate check process. • North Lanarkshire Local Development Plan 2 (NLLDP2) - work is underway to prepare the next statutory plan which will set out the council’s policies and proposals for land use and development across North Lanarkshire. The preparation timeline is defined within the Development Plan Scheme and Participation Statement, with adoption Page 20 of 454
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Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at December 2025 (unless otherwise stated) (including narrative where RAG status is Red or Amber) of NLLDP2 anticipated in 2027/28. • Evidence papers - a suite of topic papers was published on the council’s website as part of the 2025 consultation. Ongoing evidence-gathering, stakeholder workshops, and engagement with key agencies are supporting the finalisation of the evidence. This will inform the draft plan and support progression to the national gate check, for which formal approval must be achieved by March 2026. • Evidence Report - a draft Evidence Report is scheduled to be presented to the Council meeting in April 2026 for approval, with submission to the DPEA (Planning and Environmental Appeals Division) for gate check scheduled for cycle 2 of 2026. Open Space Strategy Complete an Open Space Audit and develop an Open Space Strategy, including sports pitch strategy, to help ensure local communities have access to good quality, well maintained open space to meet their needs. Jan-22 Jun-26 Green At delivery and ongoing management and monitoring stage. 2 of the 4 projects / activities within this deliverable are complete: • Open space audit completed (covering 1,564 sites). • An update in respect of the open space audit and drafting the Open Space Strategy was reported to the Policy and Strategy Committee in June 2024 (link). 2 projects / activities are underway: • Engagement - 12-week programme of partner and community engagement has been undertaken on the draft Open Space Strategy to capture feedback on how parks, play areas, sports pitches, and wider green spaces should be protected, enhanced, and developed. This is currently being analysed. • Final strategy - expected to be reported to committee in cycle 2 of 2026. Local Transport Strategy Develop a Local Transport Strategy to help prioritise available investment to ensure communities can access employment, education and leisure opportunities, support inclusive economic growth and contribute to reducing carbon emissions. Jun-24 Apr-26 Green At delivery and ongoing management and monitoring stage. 3 of the 5 projects / activities within this deliverable are complete: • Key preparatory work - including a policy review, baseline evidence gathering, Strategic Environmental Assessments, and the first phase of public and stakeholder engagement - is complete. 2 projects / activities are underway: • Consultation - phase 2 of the consultation exercise concluded in February 2026, with feedback from both phases currently being analysed and used to inform the final development of the strategy. • Local Transport Strategy - completed strategy is scheduled to be presented to committee in cycle 3 of 2026. Active travel Create 50 kms of active travel routes to help establish a network of safe, accessible walking / wheeling / cycling routes to help people access employment, education, and Apr-22 Mar-29 Green At delivery and ongoing management and monitoring stage. 10 of the 26 projects / activities within this deliverable are complete: • Meadowhead Road in Wishaw - active travel and road safety improvements. • Glasgow Road in Craigneuk - phase 1 and phase 2 construction in respect of active travel improvements. • Airbles Road - feasibility and concept design in respect of active travel Page 21 of 454
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Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at December 2025 (unless otherwise stated) (including narrative where RAG status is Red or Amber) leisure opportunities, improve health and well-being, and reduce carbon emissions. improvements. • North and South Lanarkshire - design project in respect of cross boundary active travel improvements. • Belziehill Roundabout - 0.5 kms. • Glasgow Road phase three - 1.9 kms. • Riverbank Community Hub in Coatbridge - active travel. • Orbiston Community Hub in Bellshill - active travel • Current and future estate planning - incorporation of active travel as a key priority when planning investment in the council's current and future estate, including the hub programme, to strengthen and improve connectivity and uptake of walking and cycling. • Bespoke active travel hubs - identified at community hubs and other service delivery areas. The other 16 projects / activities within this deliverable are underway and are at either the design or construction stage: • 1 kms on the A723 between South Lanarkshire boundary and Carfin via Motherwell (design). • 20 kms at Uddingston to Caldercruix via Coatbridge and Airdrie utilising both NCN75 and A89 route options (design). • 5.7 kms on Airbles Road to South Lanarkshire at Strathclyde Park and to Bothwell (design). • 3.7 kms at Strathclyde Park sub-route (design). • 2 kms at Airbles Road sub-route (design). • 10.8 kms at East-West Corridor between Stepps and Condorrat via the A80 and Dalshannon (design). • 13.2 kms at East-West Corridor between A74 Glasgow border and Newhouse via Bellshill and Holytown (design). • 4.5 kms at Bellshill to Mossend and Eurocentral including local links (design). • 8.9 kms at North-South Corridor from Coatbridge to Muirend via Drumpellier Country Park (design). • 35 kms at North-South Corridor from Croy to Wishaw via Cumbernauld Circular, Airdrie, Calderbank, Eurocentral, Holytown, Carfin, Ravenscraig, and Shieldmuir via A721 (design). • 0.5 kms at Eurocentral links (design). • 6 kms at Kilsyth to Wishaw via Croy, Broadwood, Condorrat, Coatbridge, Bellshill, and Motherwell (design / construction). • 3.8 kms at Orbiston Hub and Bellshill Station links (construction). • 1.5 kms at Croy to Craiglinn (design). • 5 kms at Motherwell Station links (design). • 1 kms at Whifflet Station to Shawhead sub-route (design). Page 22 of 454
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Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at December 2025 (unless otherwise stated) (including narrative where RAG status is Red or Amber) An update in respect of each of the active travel projects / activities was reported to the Enterprise and Fair Work Committee in August 2025 (link) - as part of the Economic Regeneration Delivery Plan (ERDP) annual update. This also reported that 19.85 kms of active travel routes have been created between 2019/20 and 2024/25. City Deal Deliver the City Deal programme to improve connectivity and help support inclusive economic growth. Apr-23 Apr-31 Green At delivery and ongoing management and monitoring stage. The North Lanarkshire City Deal infrastructure programme is progressing as per the regular updates on status reported to the Enterprise and Fair Work Committee, with the most recent in August 2025 (link) and February 2026 (link). East Airdrie Link Road (EALR) - 1 out of the 9 projects / activities within this deliverable is complete: • An update was reported to the Policy and Strategy Committee in June 2025 (link) in respect of the East Airdrie Link Road. The other projects / activities are underway in line with the programme: • Current actions are focussing on completing stage 3 preliminary design, progressing planning applications, and securing land acquisition. Preliminary design milestones have been met, the first planning application for Towers Road link has been submitted, and the District Valuer has been appointed to support ongoing land acquisition, alongside discussions on delivery options with NHS Lanarkshire. • Next steps include submitting planning applications for the full route, finalising stage 3 contract milestones, concluding land acquisition, agreeing the delivery approach, and procuring the specimen design for both sections. Orchardfarm Roundabout - 2 out of the 2 projects / activities within this deliverable are underway: • Actions include the submission and approval of the Full Business Case to the Glasgow City Region Cabinet and oversight of the Orchardfarm Roundabout works being delivered by a third party. Stakeholder meeting has taken place to discuss site infrastructure matters, and an updated subsidy control opinion obtained. Ongoing work includes continued dialogue with stakeholders and the developers to identify solutions and agree a programme for the procurement and delivery of the A8 junction. Ravenscraig Access Infrastructure (RAI) - projects / activities within this deliverable are underway in line with the programme: • Work on RAI South (Motherwell to Ravenscraig) covers the detailed design and phased enabling works. Member briefings, public consultation, and procurement of both the detailed design and enabling works are complete, with enabling works now underway. Page 23 of 454
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Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at December 2025 (unless otherwise stated) (including narrative where RAG status is Red or Amber) • Remaining actions include concluding the detailed design, preparing contract documentation and procurement for the main works, continuing enabling works, and producing as-built information for inclusion in the main works tender. An update reported to the Enterprise and Fair Work Committee in August 2025 (link) highlighted community benefits delivery related to the City Deal programme over 2024/25. Business and industry Develop a Business and Industry Strategy including review of available sites, and progress a minimum of 5 projects to remediate, develop, or improve sites to help create new employment opportunities. Mar-23 Mar-28 Green At delivery and ongoing management and monitoring stage. 2 of the 7 projects / activities within this deliverable are complete: • Link Park, Newhouse - construction is complete with unit 3 (19,000 square feet) developed - this has now been let with the tenant taking up residence early in 2026. • Strategic review - work to review industrial space and sites allocated for business and industry within the Local Development Plan is complete. 5 projects / activities are underway: • Business and Industry Strategy - research for development of a 10 year strategy is complete. Background report and next steps submitted to Enterprise and Fair Work Committee in February 2026 (link). • Braidhurst Industrial Estate - progress continues on constructing 10 new industrial units, refurbishing 6 existing units, and delivering associated infrastructure improvements. Utility requirements have been confirmed, and a programme has been agreed between SPEN and the contractor to allow on-site utility works to proceed. • Condor Park, Eurocentral - plans have been prepared for the development of up to 8 small industrial units through a joint venture. Next steps include undertaking site investigations and developing a timeline and delivery plan to progress the project. • Gartcosh (phase 2) - design review is complete and revisions are underway, with discussions continuing regarding a potential joint-venture partner to deliver three industrial units of 15,000, 20,000 and 30,000 square feet. • Ravenscraig plot 1 - Final Business Case approved by Glasgow City Region in respect of the development of 4 units totalling up to 61,000 square feet. Subsidy control assessment has been completed, grant agreement is finalised, and work is progressing toward letting the contract and commencing on-site construction. Town centres Develop Town Action Plans for each town centre in line with the agreed Town Visions (completing 3 town action plans in 2023/24 and 4 in 2024/25) Oct-23 Oct-25 Green At delivery and ongoing management and monitoring stage. 2 of the 3 projects / activities within this deliverable are complete: • An update on town centres projects / activities was reported to the Enterprise and Fair Work Committee in August 2025 (link) as part of the annual Economic Regeneration Delivery Plan (ERDP) update. This also reported that since the ERDP was introduced in 2019, town visions have Page 24 of 454
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Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at December 2025 (unless otherwise stated) (including narrative where RAG status is Red or Amber) and progress delivery to help create sustainable mixed-use centres that will attract investment in new employment and housing opportunities. been developed for Airdrie, Bellshill, Coatbridge, Cumbernauld, Kilsyth, Motherwell, Shotts, and Wishaw. • In addition, Town Action Plans have been developed for Airdrie, Bellshill, Kilsyth, Motherwell, Shotts, and Wishaw, setting out the short, medium, and long‐term actions to deliver each vision. These were approved at the Enterprise and Fair Work Committee in May 2024 (link). • An annual review of Town Action Plans has been completed and an update reported to the Enterprise and Fair Work Committee in November 2025 (link). Following £19.5m awarded by the UK Government over ten years for Coatbridge, a Neighbourhood Board has been established and draft investment plan approved for consultation. Regeneration plan and initial 4-year investment plan submitted to the UK Government in November 2025 for formal approval. • An update in respect of Coatbridge was submitted to the Enterprise and Fair Work Committee in November 2025 (link). UK Government Pride in Place funding was announced for Forgewood, North Motherwell and town centre in December 2025 - £19.6m over 10 years. Work is progressing to establish a Neighbourhood Board and commence preparation of Pride in Place plan and investment plan. Update reported to the Enterprise and Fair Work Committee in February 2026 (link). Town centres Develop Delivery Plan for Cumbernauld Town Centre regeneration and progress redevelopment plans and demolition of the Centre Cumbernauld. Jun-23 Mar-34 Green At initiation stage. 1 of the 4 projects / activities within this deliverable is complete: • Procurement of new longer-term management contracts is complete. 1 project / activity is underway, with the other 2 not yet due to start. • The first stage of consultation and engagement with businesses and the public has been completed. Demolition of Fleming House is complete and plans for the demolition of the shopping centre are on track (estimated to start in 2027). Procurement of managing agent is complete. Development of brief for procurement of consultants to prepare masterplan has commenced. Stage 1 demolition (Teviot Walk / Teviot Square) is scheduled to commence in 2027/28. Stage 2 demolition of The Centre Cumbernauld (the older part of the town centre on both the north and south side of Central Way) is scheduled to commence 2031/32. Towers strategy Complete phase 1 Tower re- provisioning programme of 1,750 flats by 2025/26, and Mar-23 Nov-30 Green At delivery and ongoing management All Phase 1 towers currently in scope for the reprovisioning programme (1,550 flats) are now fully vacated, with demolitions and site clear-up works progressing well to make way for new detached and semi-detached homes Page 25 of 454
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Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at December 2025 (unless otherwise stated) (including narrative where RAG status is Red or Amber) progress phase 2 comprising 964 flats. and monitoring stage. that will offer modern, affordable housing for current and future generations. Progress on phase 2 is also strong, with 47% of the 964 properties now empty, and the first demolition on schedule to begin in spring 2027. • Phase one rehousing existing tenants is 100% complete, with the exception of Birkshaw and High Coats which are delayed due to Ukrainian resettlement programme. • Demolition of remaining block at Gowkthrapple Low Rise commenced in March 2026 and is due for completion June 2026. • The principle contractor took possession of Allershaw Tower for demolition in December 2025 with works progressing well and scheduled for completion in Q3 2026. • The demolition contract continues on site at Jackson Court with works progressing well and on track for completion in Q1 2026. • The principle contractor took possession of Dunbeth Court in December 2025 for its demolition. Works progressing well on site and scheduled for completion by Q2 2027. • The blowdown of Coursington, Allen, and Draffen Towers took place in December 2025, and site clear up is underway with expected completion in Q1 2026/27. • 4 Blocks at Maxton Crescent have been added to the phase 1 demolition programme following the discovery of RAAC and approval received at the Housing Committee in February 2025 to dispose of these blocks. Contract award arrangements are being finalised and works expected to commence in Q1 2026. Regular updates in respect of towers strategy delivery continue to be reported to the Housing Committee with the most recent in November 2025 (link). Q1 = Apr-Jun, Q2 = Jul-Sept, Q3 =Oct-Dec, Q4 = Jan-Mar. Re-discover Airdrie Invest in cultural and heritage assets, including Summerlee and Rediscovering Airdrie heritage initiative, to increase community pride and awareness of local heritage and make North Lanarkshire an attractive visitor destination. Jan-24 Jan-25 Blue Completed or at closure stage. All 3 projects / activities within this deliverable are complete: • Engagement with local community and groups now complete (with links made to wider opportunities in Airdrie area) as well as engagement with residents, the Community Board, and local groups. • Consultant appointed, site visits underway, and plans for development are being prepared to identify the physical interventions required to restore and repurpose heritage assets and improve the townscape. • The conclusion of this first phase of Rediscovering Airdrie - with a significant programme of public engagement - enabled the development plan and application for final funding to be submitted to support implementation of the next steps. Page 26 of 454
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Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at December 2025 (unless otherwise stated) (including narrative where RAG status is Red or Amber) In February 2026, a £1.4m award was confirmed from the National Lottery Heritage Fund for the Airdrie heritage project. A key element of this is the restoration and redevelopment of the historic Airdrie Library, home to Scotland’s first library under the Public Libraries Act. A shopfront improvement scheme will also boost the town centre. Celebrate Summerlee Invest in cultural and heritage assets, including Summerlee and Rediscovering Airdrie heritage initiative, to increase community pride and awareness of local heritage and make North Lanarkshire an attractive visitor destination. Jan-24 May-26 Green At delivery and ongoing management and monitoring stage. All 4 projects / activities within this deliverable are underway - these have to date focussed on extensive stakeholder engagement, building evidence to support the funding application, and developing plans for capital interventions including for the extension of the current miners’ row to establish a new miners’ village and welfare hall, and to develop proposals for a new Summerlee. Increase community pride through cultural heritage development Invest in cultural and heritage assets, including Summerlee and Rediscovering Airdrie heritage initiative, to increase community pride and awareness of local heritage and make North Lanarkshire an attractive visitor destination. Jan-24 Dec-27 Green At delivery and ongoing management and monitoring stage. Heritage Outreach Officer now in post and has attended all Community Boards to raise awareness of the role. Engagement continues with local groups to discuss projects of interest and support delivery in this respect thereafter. Invest in North Lanarkshire [ overall completed status = 100% ] Establish a small multi-disciplinary team, comprising planning, roads, estates, enterprise, protective services, building standards, and legal, to deliver a Pilot project to provide an enhanced and co-ordinated advisory service to developers and prospective investors to help improve / streamline the statutory consent process and maximise potential economic benefits. Sep-23 Dec-23 Blue Completed or at closure stage. Complete. Pilot project completed and evaluation undertaken, and feedback used to inform the next steps. Based on learning from the Pilot and wider market engagement, review and develop proposals for an effective future operating model to make best use of available resources, including charging for the enhanced Pre App service, and streamlining the process for obtaining statutory consents. Feb-24 Dec-24 Blue Completed or at closure stage. Complete. Stakeholder engagement and review of good practice from elsewhere completed. Development completed in respect of the future operating model, including proposed fees and performance measures, and to progress any necessary approvals for changes to staffing. Manager now in post and team established. Develop a Gate Check process for all major council investment projects, where statutory consents required, to ensure projects get the Feb-24 Sep-24 Blue Completed or at closure stage. Complete. Gate check process completed following consultation with relevant internal stakeholders and incorporated within project management guidance and relevant project approval processes. Page 27 of 454
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Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at December 2025 (unless otherwise stated) (including narrative where RAG status is Red or Amber) necessary input from relevant services at an early stage and avoid potential increased costs and/or delays at a later stage. Support delivery of allocated sites within the Local Development Plan through development of effective delivery plans. Blue Completed or at closure stage. Complete. This activity has been incorporated within the future operating model considerations for the Invest in North Lanarkshire team. Co-ordinate development of masterplans / development briefs and appraisal process for major council owned development sites. Blue Completed or at closure stage. Complete. As an ongoing business as usual area of work, the development for masterplans, development briefs, and the appraisal process for major council owned sites will be undertaken as and when sites become available through the Invest in North Lanarkshire process. Review and develop process for the co-ordination of inward investment / business growth enquiries, including development of Customer Relationship Management (CRM) system. Mar-23 Mar-24 Blue Completed or at closure stage. Complete. The CRM system - to record and better co-ordinate business engagement and growth enquiries and measure outcomes - went live June 2024 and enquiries are being directed to the new system which links to Bis Account. Staff training and user manuals are complete, and enquiries are coming in from businesses. Final steps have seen the system embedded as business usual with reports being produced. Sustainable Futures [ overall completed status = 24% ] Energy efficiency and generation Develop a route map to net zero that incorporates climate resilience (adaptation) and provides strategic actions as to how the council will move to net zero (including outline costs where possible, timeframe, review periods). Jan-24 Jun-26 Green At delivery and ongoing management and monitoring stage. Work on the council’s Net Zero Pathway (climate plan) is progressing. This will set out how the council could achieve net zero greenhouse gas emissions through a review of baseline data, confirmation of organisational and area boundaries, and the identification of target ambitions using carbon budgeting. It will also outline the actions required to prevent further environmental harm while strengthening climate resilience and sustainability. Developing a fully costed pathway remains challenging due to the complexity of the work and the wider financial environment. The final plan is scheduled to be reported to committee in cycle 2 of 2026. Energy efficiency and generation Undertake research with a potential energy partner to explore renewable energy and hydrogen generation projects as commercial opportunities in North Lanarkshire. This will include examining the business case for the delivery of larger scale energy generation / hydrogen production and the delivery of smaller energy projects, including the introduction of solar farms on Nov-22 Dec-26 Green At delivery and ongoing management and monitoring stage. 2 projects / activities within this deliverable are underway. • Solar meadows at Auchinlea and Dalmacoulter closed landfill sites - work with the energy providers is underway to agree the next steps, planning application has been submitted and consultation is underway. • Energy feasibility study - work is underway to enable a feasibility study on the chosen solar sites. Page 28 of 454
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Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at December 2025 (unless otherwise stated) (including narrative where RAG status is Red or Amber) closed landfill sites and energy storage options adjacent to electrical sub-stations. Energy efficiency and generation Improve asset sustainability through the development of the Live Labs 2 project to deliver more sustainable road surfacing, deliver a social enterprise pilot for environmental services, and increase recycling facilities across the area. Apr-22 Mar-27 Green At delivery and ongoing management and monitoring stage. 1 of the 4 projects / activities within this deliverable is complete: • Work to upgrade communal recycling points - improving customer service, reducing contamination, and increasing recycling - has been completed, with bins installed at all identified sites and waste quality now being monitored. 3 projects / activities are underway: • Alternative solutions to upgrade the council’s recycling centres to accept tipper vehicles and meet persistent organic pollutant requirements have been scaled back due to funding constraints. A new option has been identified, and phased black-bag trials are underway at three household waste recycling centres, with the outcome from this approach due to inform the next steps. • Several low-carbon road material trials have been completed in North Lanarkshire as part of the ADEPT Live Labs 2 programme, delivered in partnership with Transport for West Midlands, Amey and Colas. An extension funding bid has been submitted, and final trials - including resurfacing the Strathclyde Country Park Watersports Centre car park - are being arranged. • Work has commenced to develop alternative delivery options for front- line services in conjunction with community organisations and community empowerment requirements to help communities do things for themselves. The most recent update was reported to the Environment and Climate Change Committee in February 2026 (link). Energy efficiency and generation Explore green energy funding options which will assist in the move towards net zero, for both council assets and businesses within North Lanarkshire. Feb-24 Mar-25 Blue Completed or at closure stage. The project was completed in March 2025. The £250,000 Net Zero Business Challenge Fund supported small-medium enterprises with grants of up to £15,000, running two oversubscribed rounds and funding 17 projects (£190,637 awarded) ranging from solar installations to innovative product and process improvements. Future support is now integrated into the Business Growth Fund. Energy efficiency and generation Deliver low carbon North Lanarkshire assets through the delivery of Local Heat and Energy Efficient Strategy (LHEES), Energy Efficiency Standard for Social Housing Apr-21 Dec-45 Amber At delivery and ongoing management and monitoring stage. 3 of the 14 projects / activities within this deliverable are complete: • The council published the Local Heat and Energy Efficiency Strategy (LHEES) following committee oversight in December 2023 (link), appointed an LHEES/Network Officer, and has begun engagement with businesses and heat-source providers while awaiting the outcome of a funding bid for a Coatbridge feasibility study. Page 29 of 454
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Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at December 2025 (unless otherwise stated) (including narrative where RAG status is Red or Amber) (EESSH), decarbonisation of the council transport fleet, introduction of electrical vehicle charging infrastructure across North Lanarkshire, and introduction of a waste transfer station and material recovery facility. • Market research on potential sites for new waste streams and a Materials Recovery Facility (MRF) has been completed, with one suitable site identified. • The Energy Audit Voucher Scheme (up to £2,500 per grant) supported 11 small-medium enterprises, awarding £26,072 in total; businesses reported benefits from the expert energy-efficiency audits, many of which have already been implemented. 11 projects / activities are underway: • Heat network - grant funding application is being developed to support a feasibility study for a heat network in the identified priority area. • Strathclyde Park - work is progressing on the net-zero transformation of the Watersports Centre into a low-carbon health and education hub. The scope for the water source heat pump contractors design portion has been issued, and options are being explored to procure independent specialist technical advice to support the next phase. • Energy efficiency improvements - delivery of energy-efficiency improvements across the council’s non-domestic buildings is ongoing through the Non-Domestic Energy Efficiency Framework, with the project scheduled for completion at the end of 2026 following the measurement and verification period. • Vehicle replacement programme - the council’s programme supports progress toward low and zero-emission targets. Vehicle purchases are pre-planned and approved within the five-year vehicle strategy, though delivery timescales vary by vehicle type, which can result in capital spend moving between financial years. • Eco Hub, Bellshill - options for a potential public-private partnership to deliver the Eco Hub - including fleet and public electric vehicle (EV) charging for the council’s fleet - are under consideration, with evaluation of delivery approaches continuing. • EV charging infrastructure - procurement documentation has been finalised with Glasgow City Region. Existing assets plus phase 1 and 2 locations have been agreed. Invitation to tender will be issued in line with the Glasgow City Region timeline. • Charging infrastructure at depots, offices, and hubs - all required documentation is in place except for the wayleave, which must be finalised and signed by both parties. Once complete, works will begin and the pilot is scheduled to go live early in 2026. A new project will then be developed to monitor the pilot’s impact and support the rollout of similar charging hubs across North Lanarkshire. • Energy Performance Certificate (EPC) rating of D by December 2025 - work continues to ensure all council-owned homes meet this target. The Page 30 of 454
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Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at December 2025 (unless otherwise stated) (including narrative where RAG status is Red or Amber) main risk relates to 99 properties where access was not possible; these will be assessed and upgraded at the next void period, as properties below Band D cannot be re-let. All homes rated E, F, or G have been visited, with 22% confirmed below Band D, 44% meeting Band D or above, and 34% no access. All properties confirmed below Band D have been added to the capital programme for improvement works. • Energy Performance Certificate (EPC) rating of B (or to be as by energy efficient as possible) by December 2032 - works are progressing prioritised by compliance with energy standards, condition, and extent of fuel poverty. Funding applications have been submitted to the Heat in Buildings: Area Based Scheme and the Social Housing Net Zero Heat Fund to support delivery. • Net zero council housing by 2045 - work is progressing to upgrade council homes, including the future decarbonisation of heating. Improvements aimed at achieving EPC Band B - or the highest achievable energy efficiency - are underway, which will make a significant contribution toward net zero. Key challenges remain, such as the high cost of low-carbon technologies, limited specialist contractor capacity, and ensuring tenants do not face higher heating costs when gas boilers are replaced with cleaner energy alternatives. While achieving full net zero by 2045 is unlikely, the council continues to explore new technologies and solutions to accelerate progress. • Expert help scheme - this continues to support small-medium enterprises with up to five days of fully funded specialist advice on energy efficiency and net zero. To date, £9,491 has been spent or committed across six projects, with £3,000 remaining in the four-year framework. Options to extend provision are being explored to meet growing demand. Climate adaptation Develop nature-based adaptations which will centre around the Country Parks for the Future programme and the Clyde Climate Forest. Mar-20 Jul-35 Amber At delivery and ongoing management and monitoring stage. All 3 of the projects / activities within this deliverable are underway: • Masterplans delivery - work is underway to encourage more active community use of parks and greenspaces, but progress is impacted by funding for further Masterplan projects beyond the Watersports Centre. This pressure affects staff capacity and reduces the likelihood of securing large external grants by 2030. To mitigate this, external funding bids - including a major National Lottery Heritage Fund bid for Palacerigg - are being progressed. A mid-point review is being undertaken to inform future capital and funding bids. • Nature recovery programme - the annual programme to deliver habitat restoration, freshwater improvements, and invasive species control is progressing well. The Sites of Importance for Nature Conservation (SINC) surveys contract is underway, and bog restoration works Page 31 of 454
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Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at December 2025 (unless otherwise stated) (including narrative where RAG status is Red or Amber) contract has been awarded. Next steps include completing the SINC surveys and finalising bog restoration works at Greenhead Moss Local Nature Reserve. • Clyde Climate Forest - the council continues to support this tree-planting programme which aims to increase woodland cover across the region. Winter replanting works are underway, and the specification for woodland audits has been prepared. Next steps include carrying out the audits and identifying additional planting sites. Update reported to the Environment and Climate Change Committee in February 2026 (link). Climate adaptation Improve North Lanarkshire's assets to be climate resilient with a focus on flood prevention measures. Jan-22 Mar-34 Amber At delivery and ongoing management and monitoring stage. All 4 of the projects / activities within this deliverable are underway: • Tree risk asset management - work continues to implement the council’s Tree Risk Asset Management (TRAM) strategy, including mapping and assessing tree condition and analysing ash-dieback survey data for roadside trees. An update was provided to the Environment and Climate Change Committee in October 2024 (link). • Burial Space Strategy - work is progressing to ensure sufficient and accessible burial provision across all communities, supporting statutory requirements and helping reduce funeral poverty. Although current capital funding is below what is needed for all planned projects, capacity is being actively managed across sites, including through the new Pather Farm Cemetery. A report to the Environment and Climate Change Committee in August 2025 (link) provided an update on burial space needs, ongoing improvements, and planned actions to ensure adequate provision. Work is progressing on a lair-usage forecasting model to support the 2026/27 Burial Space Strategy. • Cemetery delivery - work continues on the new Pather Farm cemetery, phase 2 of the the Coltswood extension, and planning for additional capacity in Coatbridge and New Monkland. At Pather Farm, costs have risen due to design issues and delays, pushing completion to May 2026; however, added staff expertise is now in place. Despite delays, earlier capacity increases at other sites mean completion remains within projected timelines. The main risks relate to consultant design issues and internal inconsistencies, with lessons learned to strengthen future projects and ensure better oversight. - Coltswood - phase 1 was completed in May 2025, creating 287 new lairs and extending Coatbridge’s burial-space run-out date by two years. - Cambusnethan - a small extension completed in summer 2025 created 222 standard lairs and 150 Muslim lairs, extending capacity by over two years and ten years respectively. Page 32 of 454
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Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at December 2025 (unless otherwise stated) (including narrative where RAG status is Red or Amber) • Flood Risk Management - work continues to deliver flood-risk management in line with the Clyde and Loch Lomond Local Flood Risk Management Plan. Progress has been delayed due to required Scottish Water approvals for ground investigations near a water main, which pushed back the contractor’s programme. Additional topographical surveys and hydraulic modelling were also needed to assess downstream impacts, including at Townhead Reservoir. As a result, detailed design completion has moved with overall delivery reprogrammed to June 2026. To mitigate delays, the council is working with partners to prepare an enabling-works package that can begin ahead of the main construction contract. Climate adaptation Reduce climate impact inequalities including delivery of the actions within the council's Air Quality Action Plan. Jan-24 Mar-28 Green At delivery and ongoing management and monitoring stage. Progress continues across the council’s air-quality commitments, including active travel, school-zone monitoring and integrating air-quality considerations into procurement. The 2024 Air Quality annual progress report was submitted in September 2025, approved by SEPA and the Scottish Government, and is now published on the council’s website. Vehicle-idling patrols are in peration around schools and hotspot areas, with 42 patrols completed in July to August 2025 and a further 70 scheduled to be completed by December 2025. Climate adaptation Engage all stakeholders in climate adaptation decision making and delivery, with a focus on young people. This will be driven through the council's Climate Action Plan which will be reviewed to reflect the works being undertaken across this Programme of Work and others. Feb-20 Mar-26 Green At delivery and ongoing management and monitoring stage. 2 of the 3 projects / activities within this deliverable are complete: • School engagement - engagement with schools on climate-change campaigns, including Earth Hour, continues annually with the latest creative competition theme aligned to the sustainable future priority. • Fairtrade - the council successfully retained Fairtrade Zone status until May 2027. The Fairtrade steering group continues to monitor progress and plan activities, including raising awareness during Fairtrade Fortnight - highlighted by flying the Fairtrade flag at the Civic Centre. The remaining project / activity is underway: • Financial support was provided through three grant schemes that closed in March 2025, awarding 198 grants and £1.3 million to help businesses operate more sustainably. Two new schemes - the Business Start-up Fund and Business Growth Fund - launched in April 2025, with a third fund approved in August 2025 (link) to help bring empty retail units back into use, including energy-efficiency improvements. As of December 2025, £56,200 in net-zero Business Growth Fund grants has been paid or committed to four businesses. Climate adaptation Deliver the North Lanarkshire Nearer to Nature programme in order to ensure local communities most susceptible to Jan-26 Dec-27 Green At initiation stage. This programme is new to the Programme of Work and delivery will include initial desktop mapping and analysis, followed by a community consultation programme, environmental justice mapping and work to identify existing groups and harder-to-reach communities in line with Local Outcome Page 33 of 454
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Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at December 2025 (unless otherwise stated) (including narrative where RAG status is Red or Amber) climate change have a voice in shaping investment in greenspaces. Improvement Plan (LOIP) engagement. A digital platform will support ongoing participation, and a specialist appointed to design a sustainable funding model. This work will inform a co-designed 10-year Greenspace Infrastructure Plan, with a draft prepared for consideration in advance. Resilient People [ overall completed status = 47% ] Accessible and inclusive family support Develop and deliver integrated offer of early practical, emotional, and financial support aligned to the community hubs to ensure the right support at the right time to individuals and families. Aug-23 Mar-28 Green At delivery and ongoing management and monitoring stage. 1 out of the 5 projects / activities within this deliverable is now completed: • The service has been commissioned and fully mobilised through Whole Family Wellbeing funding, expanding the Families Here and Now Service (FHANS) early-help offer from the initial Newmains pilot across Wishaw and now to all areas across North Lanarkshire. 4 other activities underway include: • Work with families, staff and providers continues to embed the new early-help service within the hub model, supported by stronger communication, increasing activity-based engagement, a new SWAY information resource, improved pathways, and expanded access through the new Orbiston Hub, alongside better alignment of GIRFEC and GIRFE approaches. • The review of the wider family-support offer and delivery is progressing, with a communication plan in place, HR and union engagement completed, a scoping survey issued, and early staff input gathered; findings will shape the review methodology and next-stage engagement. • Work to strengthen the cash-first approach continues, with direct-payment initiatives expanded into the community learning and development family learning service, improved access via Fairer Futures partners, and learning on family needs shaping support pathways; further evaluation and adjustments to tackling-poverty access routes are underway. • Efforts to create economic opportunities for families are progressing through strengthened Routes to Work pathways, early-help support for those furthest from employment, volunteer recruitment, and alignment with community learning and development family learning to enable accreditation when appropriate. Accessible and inclusive family support Establish a no wrong door approach to deliver early family support using continuous evaluation and co-production to develop a sustainable and effective model for the future built on the principles of the Promise, GIRFEC (Getting it Jan-24 Mar-28 Green At delivery and ongoing management and monitoring stage. 4 out of the 8 projects / activities within this deliverable are now completed: • Pathways have been developed with all partners to ensure a no-wrong-door, whole-family approach aligned to GIRFEC and GIRFE, supported by an operational group testing referral and escalation pathways. • An all-age carer working group has been established to address current issues and challenges facing carers. • Gaps in current carer support have been identified using feedback from Page 34 of 454
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Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at December 2025 (unless otherwise stated) (including narrative where RAG status is Red or Amber) Right for Every Child), and GIRFE (Getting it Right for Everyone). children, young people, and families, with data informing opportunities to strengthen connections across education, health, and social work. • The North Lanarkshire Carer Strategy 2024-27 has been updated and approved, following consultation to ensure clear representation of parent and carer needs. 4 projects / activities are underway: • Engagement with families, communities, staff, and providers continues to embed whole-family support within community hubs, with stronger partnership working and hub delivery boards improving understanding of local need and coordinating flexible support. • Work with the One Service programme continues to pilot integrated functions in community and town hubs, with collaboration across services and partners shaping updated 2026 hub action plans and consideration of front-of-house requirements to strengthen contact and signposting for families. • A communication plan is being developed to ensure whole-family support is well understood, supported by ongoing promotion, recent networking to improve pathways, and consultation on a mock GIRFEC in NL site ahead of further engagement next quarter. • A point of contact is being introduced in up to 14 hubs as part of the no-wrong-door approach, with integrated hub action plans, new services in Orbiston, strong family engagement at recent events, and continued work to measure impact and build capacity as hubs expand in 2026. Accessible and inclusive family support Implement GIRFE (Getting it Right for Everyone) approach in adult services to improve pathways to support. Jan-24 Jun-26 Green At delivery and ongoing management and monitoring stage. 2 out of the 4 projects / activities within this deliverable are complete: • A place based back to basics locality approach has been implemented to ensure a clear pathway for people that supports empowerment and aligns with whole family support. • The Engagement and Participation Strategy has been refreshed to support strong voices and promote independence and connections. 2 projects / activities are underway: • Implementation of the sticky-person approach is complete, with launch and locality-level plans in place to ensure a single lead person co- ordinates support and reduces multiple referrals. This approach is operating across services, supported by ongoing work to strengthen integration across health and social care and embed GIRFE-aligned, person-centred practice within a learning-focused organisational culture. • Further work demonstrates the wide range of activity underway to improve outcomes for children, young people, and families through a long-term shift toward preventative, right-time support. This includes integrated investment through the Whole Family Wellbeing Fund, Page 35 of 454
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Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at December 2025 (unless otherwise stated) (including narrative where RAG status is Red or Amber) Scottish Equity Fund, and Community Mental Health and Wellbeing Framework grants, with supports aligned to universal, additional, and intensive levels in line with the staged-intervention model. Accessible and inclusive family support Introduce the Signs of Safety in children's services as a transformative approach to strengthening families and addressing risks of harm. Dec-23 Nov-28 Green At delivery and ongoing management and monitoring stage. 1 of the 3 projects / activities within this deliverable is complete: • Signs of Safety group is now in place to lead implementation and oversee training for council staff and partners, supporting a more asset-based and empowering approach with families. Eighteen months into the two-year plan, core training has been delivered, the assessment and planning framework is being used within children and families’ services, and partnership briefings continue to build awareness of the model and clarify roles and expectations. The remaining 2 projects / activities within this deliverable are underway: • Work continues to embed the Signs of Safety and Healing approach across social work practice, with the two-year implementation plan now complete and all social workers trained through workshops and development sessions. A baseline evaluation has been carried out to track future impact, and an oversight group with a linked plan is in place to drive ongoing training, development and evaluation. • Procedures and operating models across the council and partner services are being reviewed and updated to fully embed Signs of Safety, supported by the completed implementation plan. The assessment and planning framework is live on MOSAIC with staff guidance, updated procedures for care-experienced children and young people, and policy and procedure reviews to ensure the approach is consistently applied. Accessible and inclusive family support Embed the Close to Home initiative in both adult and children's services to ensure that people benefit from effective support, connections, and opportunities with their own communities. Apr-20 Mar-28 Green At delivery and ongoing management and monitoring stage. 1 of the 3 projects / activities within this deliverable is complete: • Investment in family group decision making and lifelong links has helped more children remain safely at home, supported by a training video and annual report data showing 63 of 125 families in 2024/25 developed plans that avoided the need for care. Outcomes have been shared with social work teams, and approaches are now part of everyday practice, though still supported by temporary grant funding. The remaining 2 projects / activities within this deliverable are underway: • Whole Family Wellbeing Funding is strengthening additional and intensive supports that help children in kinship care and those with additional support needs remain safely at home. Evidence shows timely support preventing escalation, with an options report being developed. New family support workers are in post, commissioned support for birth and care-experienced parents is underway, and Lifelong Links, Aftercare, and Family Group Decision Making continue to deliver positive outcomes backed by impact and cost-benefit analysis. Page 36 of 454
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Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at December 2025 (unless otherwise stated) (including narrative where RAG status is Red or Amber) • Integrated planning for children and adults with complex needs is being strengthened to reduce out-of-area placements, with ongoing cross-service work to improve joint planning. An education representative has joined the Carers Oversight Group, and evaluation activity is underway to assess the impact of enhanced carer-support. Tackling poverty and preventing homelessness Implement a comprehensive new Tackling Poverty Strategy (2023-26) as the vehicle to continue to reduce child poverty, address inequalities, and support active citizenship and growth. Apr-23 Mar-26 Green At delivery and ongoing management and monitoring stage. The Local Child Poverty Action Report and updated Tackling Poverty Action Plan were approved by the Wellbeing and Tackling Poverty Committee in November 2024 (link), outlining progress on employment support, holistic services, cost-of-living measures, and benefit-related income. The Local Child Poverty Action Report for 2024/25 was subsequently approved by the Wellbeing and Tackling Poverty Committee in October 2025. Tackling poverty and preventing homelessness Evaluate the impact of the 2023- 26 Strategy and Action Plan and develop a revised Tackling Poverty Strategy for 2026-31. Apr-23 Mar-26 Green At delivery and ongoing management and monitoring stage. Progress continues on delivering and reviewing the Tackling Poverty drivers - income from employment, holistic support, reducing the cost of living, and income from benefits - with the Tackling Poverty Officers Action Group regularly assessing impact and reporting to the Wellbeing and Tackling Poverty Committee. Ongoing needs assessment and engagement, including the expanded three-questions approach in schools, is informing development of the revised Tackling Poverty Strategy for 2026-31. Tackling poverty and preventing homelessness Embed anti-poverty approaches within all service delivery with a particular focus on universal services, strengthening pathways to support from health and education and using Multiply and MACA (money advice and consumer advice) to empower young people and individuals. Apr-23 Mar-28 Green At delivery and ongoing management and monitoring stage. All 3 of the projects / activities within this deliverable are underway: • A rolling programme of poverty-awareness sessions continues across all services, with further sessions planned for internal and external staff and work progressing on an online module to broaden access. • Anti-poverty approaches now embedded across services, with established pathways for universal support, advice, income maximisation and money guidance, alongside ongoing work to strengthen referral routes with partners. • Financial education for adults and young people is being delivered, with the Multiply Project supporting working-age adults and a more integrated approach for children and young people being developed with Education, who continue to deliver programmes in partnership with the national initiative. Tackling poverty and preventing homelessness Review and redesign housing support services for people experiencing (or at risk of) homelessness to ensure housing support services align with the new Prevention duties and provide flexible, strength- based support to help people Nov-23 Feb-25 Blue Completed or at closure stage. • Complete. The housing support service review is complete. Report approved at Housing Committee in November 2024 (link) for the re- tender of the housing support contracts. Page 37 of 454
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Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at December 2025 (unless otherwise stated) (including narrative where RAG status is Red or Amber) successfully sustain their accommodation and achieve positive wider life outcomes. Tackling poverty and preventing homelessness Implement a new crisis response and assertive outreach service in partnership with North Lanarkshire's Alcohol and Drug Partnership to provide immediate assistance to people experiencing homelessness or at risk of homelessness in need of an urgent response (outwith current service provision) to prevent and reduce recurring homelessness and improve access to support and services. Feb-23 Jun-26 Blue Completed or at closure stage. • Complete. Crisis response and assertive outreach service fully operational (following developments in partnership with North Lanarkshire's Alcohol and Drug Partnership and appointed service provider) to provide support and assistance to people experiencing, or at risk of, homelessness. Referrals and outcomes achieved will be monitored over the duration of the contract. Tackling poverty and preventing homelessness Review the Temporary Accommodation Strategy to identify current and future temporary accommodation requirements, giving key consideration to the implementation of the Rapid Rehousing Transition Plan. Nov-23 May-24 Blue Completed or at closure stage. • Complete. Revised Temporary Accommodation Strategy developed for 2024-29 and approved by the Housing Committee (link). This identifies current and future temporary accommodation requirements and provides recommendations for the future strategy, setting out a range of actions over the next five-year period. Tackling poverty and preventing homelessness To explore innovative ways to extend the reach of the Scottish Welfare Fund to assist people who are homeless or at risk of homelessness, recognising the importance of furniture provisions in aiding positive tenancy sustainment outcomes. Feb-23 Apr-24 Blue Completed or at closure stage. All 3 of the projects / activities within this deliverable are complete: • A fast-track system is now in place for community care grants for homeless households in temporary accommodation, speeding up moves to permanent housing and freeing up temporary units. • Rapid Rehousing Plan funds are confirmed, and a short-life group has reviewed processes to improve access to furniture to support tenancy sustainment. • Options to supplement the Scottish Welfare Fund through the furniture fund explored. Tackling poverty and preventing homelessness Significantly reduce homelessness through increasing the supply of affordable homes. May-25 Aug-27 Green At delivery and ongoing management and monitoring stage. 1 of the 2 projects / activities within this deliverable is complete: • New Empty Homes Strategic Framework has been developed and was approved by the Housing Committee in November 2025. The other activity is underway: • Empty Homes Officer capacity has been increased with the recruitment of an additional officer, partly funded by the Scottish Empty Homes Partnership and Scottish Government, who started in December 2025. Page 38 of 454
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Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at December 2025 (unless otherwise stated) (including narrative where RAG status is Red or Amber) An inception meeting with the Scottish Government is scheduled for early 2026 to set targets and agree actions to bring more empty homes back into use in North Lanarkshire. Tackling poverty and preventing homelessness Reduce time spent in temporary accommodation through access to settled housing quickly. Jan-25 May-29 Green At delivery and ongoing management and monitoring stage. All 5 of the projects / activities within this deliverable are underway: • Work continues with Registered Social Landlords to increase lets to homeless households, with ongoing engagement through a dedicated working group exploring ways to boost allocations; RSLs continue to be encouraged to raise their percentage of lets, and monitoring is in place to identify and address lower-than-required allocation levels. • Percentage of council homes allocated to homeless households monitored with locality-level tracking enabling responsive adjustments to meet changing need; year-to-date lets sit at 52%, above last year’s level - monitoring continues to ensure allocations remain aligned to demand. • Work to reduce homelessness from the Private Rented Sector is ongoing, with engagement through landlord forums, sector newsletters (most recently December 2025), and preparations for a private landlord forum to strengthen partnership working and prevention activity. • Temporary Accommodation Strategy 2024/29 implemented, with delivery underway to expand temporary accommodation capacity and progress long-term feasibility work; ongoing monitoring ensures requirements are met and actions move forward as planned. • Homelessness housing options pilot implemented, with the one-offer approach extended beyond the initial six-month period to allow for evaluation of tenancy sustainment outcomes. Implementation continues alongside monitoring to assess impact and inform future decisions. Tackling poverty and preventing homelessness Improve support for households who are homeless or at risk of becoming homeless Feb-24 Nov-28 Green At delivery and ongoing management and monitoring stage. 1 of the 4 projects / activities within this deliverable is complete: • New housing support contracts have been implemented. The other 3 are underway: • The Trauma-Informed Practice Plan is progressing, supported by a training needs analysis and completion of Transforming Connections training in several localities. A wider rollout is underway, and a draft trauma service plan is being piloted by Housing for wider council use. • A sector-wide domestic abuse practice forum is now established and active, helping embed domestic-abuse-informed systems across housing organisations. Planning continues for the next session. • Work to enhance support for prison leavers continues through the development of a new housing, prison and courts link worker role. Tackling poverty and preventing homelessness Prevent homelessness through early intervention, education and other support services Jan-25 Nov-28 Green At delivery and ongoing management Both of projects / activities within this deliverable are underway: • To explore new and additional supports for care experienced young people a group of housing and social work managers is progressing Page 39 of 454
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Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at December 2025 (unless otherwise stated) (including narrative where RAG status is Red or Amber) and monitoring stage. work to identify gaps in current provision of care. A needs paper has been developed to inform new supported housing models, with a potential site identified and two additional options being explored. • A refresh of the Health and Homelessness Action Plan has been implemented, and the group continues to update the Action Plan, using current data and evidence to shape refreshed priorities. A draft version of the new plan is nearing completion. Strengthening community capacity and wellbeing Develop the council's approach to Community Wealth Building and associated implementation plan to strengthen community capacity and wellbeing. May-23 Dec-26 Green At delivery and ongoing management and monitoring stage. 2 of the 3 projects / activities within this deliverable are complete: • A shared partnership approach to Community Wealth Building has been established through a draft Community Wealth Building Statement, endorsed by the Enterprise and Fair Work Committee in November 2024 (link) and the North Lanarkshire Partnership Strategic Leadership Board. • Wider engagement has taken place with the community and voluntary sector, local communities, businesses, and Elected Members to inform the approach and build understanding and support. The other project / activity is underway: • Work to finalise the Community Wealth Building Statement implementation plan is progressing, with updates provided to the Strategic Leadership Board in April and December 2025 following introduction of the legislation. An October 2025 partnership session shaped options for the North Lanarkshire approach, resulting in an expanded working group to lead cross-agency actions. Further engagement and preparation continue, including establishing an internal council group and completing mapping to identify gaps and align reporting and monitoring. Strengthening community capacity and wellbeing Embed equalities approaches and actions across all work with communities to maximise the influence, participation, and voice of all North Lanarkshire's citizens in the development of communities and services. Mar-23 Mar-27 Green At delivery and ongoing management and monitoring stage. 1 of the 2 projects / activities within this deliverable is complete: • The council has signed up to the North Lanarkshire Partnership CommUnity Agreement developed by VANL to strengthen partnerships and approaches to working with the community and voluntary sectors - as reported to the Communities Committee in April 2024 (link). The other project / activity is underway: • Work is underway to ensure data and intelligence are used to capture participation from underrepresented groups in the LOIP review process, with new LOIPs due in 2027. A LOIP review working group has been established and completed phase 1, including developing toolkits, mapping equalities groups, creating an engagement log, and preparing locality profiles. Pre-engagement activity and communications are complete, with task-and-finish groups progressing key actions ahead of the main engagement phase scheduled from February to October 2026. Page 40 of 454
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Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at December 2025 (unless otherwise stated) (including narrative where RAG status is Red or Amber) An EQIA and risk assessment have been completed, and next steps include delivering the engagement programme, launching locality profiles and toolkits, and continuing targeted communications. Strengthening community capacity and wellbeing Strengthen engagement, participation, and empowerment across communities to develop an integrated service offer that meets the needs of communities. Oct-22 Mar-28 Green At delivery and ongoing management and monitoring stage. 5 of the 6 projects / activities within this deliverable are complete: • Fifty community groups now have resilience packs, along with two-way radios and other equipment, strengthening their ability to respond effectively to emergencies or local challenges. • Services have agreed a set of actions to embed trauma-informed principles across health and wellbeing, employment policies, and staff development activity. • The council’s volunteering approach continues to align with and support delivery of the North Lanarkshire Partnership Volunteering Strategy. • Work to strengthen locality community planning links with health and social care groups is now complete, improving co-ordination and supporting delivery of the LOIPs. • A family support assessment model has been developed to enhance engagement across the nine Community Board areas, with ongoing learning on who uses support and how hub-based provision offers more accessible and preventative support than mainstream services. The other project / activity is underway: • Key actions from the Member Officer Working Group on the Community and Voluntary Sector are progressing, with recent work focused on the LOIP review, development of an engagement toolkit, soft launch of the online grants portal, and preparations for the next meeting with VANL to review progress and agree next steps. Trauma informed organisation and service delivery Develop a comprehensive local Trauma Plan to ensure that trauma informed practice and systems are embedded within the council's operating model. Nov-23 Jun-24 Blue Completed or at closure stage. All 4 projects / activities within this deliverable are complete: • As endorsed by the Tackling and Wellbeing Committee in April 2023 (link), the council is committed to the implementation of the trauma informed principles across the organisation. A project plan has since been developed and approved by the Wellbeing and Tackling Poverty Committee in April 2024 (link) to create the framework for North Lanarkshire to become a trauma-informed organisation. • A steering group has been established with representation from across council services to oversee the project. • A communications plan has been agreed and trauma principles introduced to the council’s Operational Management Team and through other forums to ensure awareness of the council's commitment to become trauma informed as an organisation. • Areas and teams have been identified to test trauma informed approaches. Page 41 of 454
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Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at December 2025 (unless otherwise stated) (including narrative where RAG status is Red or Amber) Trauma informed organisation and service delivery Implement the Trauma Plan with a focus on creating the culture and conditions across the council to enable staff to respond in ways which recognise the impacts of trauma, promote recovery, prevent re- traumatisation, and ensure services and effective supports are accessible to / effective for those who need them most. Apr-23 Mar-28 Green At delivery and ongoing management and monitoring stage. 1 of the 6 projects / activities within this deliverable is complete: • Work to embed trauma-informed design principles across schools, town centres, community hubs, and service locations is complete, with the Trauma Design Toolkit and MyNL pages launched in June 2025. This is supported by a 2026 communications plan, new video content to showcase trauma-informed design in practice, and a refreshed toolkit. The other 5 are underway: • Work continues to strengthen staff care and wellbeing by embedding trauma-informed principles across services, with wellbeing plans in development and trauma walkthroughs in education and families’ services ongoing. The council’ Mental Health Group continues to share targeted activity and support the next stage of this work. • To build staff awareness and skills in trauma-informed practice, a council-wide training plan is being implemented, supported by training needs analysis tools and service-specific trainers. A staff leaflet and awareness sessions are in place, and the training needs analysis tool is being rolled out to additional services. • Children, families, and communities continue to shape trauma-informed services through engagement such as the parent/carer advisory board, youth voice work and FHANS activity. The trauma lead is mapping family journeys to guide future service design, with actions refreshed and aligned to the LOIP review and wider partnership work. • Evaluation methods for measuring the impact of trauma-informed principles are being developed and tested, with pilot learning informing next steps and plans to extend testing to two further services. • Managers are being equipped with trauma-informed leadership skills through Level 1 training, Trauma in Mind and integration into leadership programmes. A development session in September 2025 identified leadership needs, and work is underway to produce a trauma leadership toolkit and walkthrough guide for use in practice. Investing in prevention Identify capacity to increase proportionate spend of prevention to support improved outcomes for children and their families and development of a sustainable service model for the future. Nov-23 Mar-28 Green At delivery and ongoing management and monitoring stage. 2 of the 5 projects / activities within this deliverable are complete: • Engagement with the national Promise team is complete, with a method developed to analyse the Human and Economic Cost of family support. An asset map has been created in partnership, and interim finding - presented through a composite family story - are informing next steps. • A high-level financial review of family support functions across the council has been completed, identifying indicative spend across direct, indirect, statutory, and non-family-support areas. This provides a baseline of council resources linked to family support, and this element of the action is now complete. Page 42 of 454
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Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at December 2025 (unless otherwise stated) (including narrative where RAG status is Red or Amber) 3 projects / activities are underway: • Baseline costed analyses of individual family journeys have been completed using Human and Economic Cost Modelling (HECM), and work is being reset with the Promise Scotland team to confirm scope and timelines while the Improvement Service gathers supporting information from relevant services. • Engagement with families and HECM evidence-gathering is underway, with interim findings collated and full analysis planned between January and March to assess the impact of the hub operating model compared with traditional approaches. • Development of costed, sustainable proposals for an integrated family support model will be informed by the ongoing family support review, with staffing costs identified, staff engagement underway, and manager survey analysis progressing. Investing in prevention Map and enhance existing cash first and direct payments initiatives through establishment of a supporting framework aligned with family support principles to reduce stigma and empower families and frontline workforce to tailor solutions to need. Dec-23 Nov-25 Blue Completed or at closure stage. All 3 projects / activities within this deliverable are complete: • A cash-first approach to food and fuel crisis was fully implemented, removing previous barriers identified through the food poverty referral gateway enhancing access to direct financial support rather than emergency food provision. The Scottish Government Cash First Project concluded in November 2025, with evaluation work completed and final reporting prepared for both the Scottish Government and the Wellbeing and Tackling Poverty Committee in February 2026. • A directory of emergency cash payments across the council has been created, mapping existing supports and enabling a consistent and accessible reference point for staff. This directory was reported to the Wellbeing and Tackling Poverty Committee in February 2026, after which it will be issued to services along with guidance to support use. • A framework for direct payment initiatives has been established, drawing on the pilot of cash-first food crisis payments and previous direct payment projects to support approaches that reduce stigma and allow front-line staff and families to tailor support to individual need. This framework is complete and forms a key element of the integrated early family support model and associated monitoring arrangements. Brighter Futures [ overall completed status = 41% ] NL academies Ensure increased skilled workforce employed in roles which fit industry needs and contribute to greater economic outputs. Apr-23 Aug-27 Green At delivery and ongoing management and monitoring stage. 3 of the 7 projects / activities within this deliverable are complete: • Delivery and evaluation of the NL Academies UK Shared Prosperity Fund (SPF) projects is complete. • The summer placements scheme for S4-6 pupils has been integrated into the NL Academy model with external placement opportunities. • University strategic partnerships have been developed linking these to Page 43 of 454
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Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at December 2025 (unless otherwise stated) (including narrative where RAG status is Red or Amber) industry need providing pathways towards employment. The other 4 projects / activities are underway: • Targeted projects supporting key industries with skills gaps - restorative justice and next gen summit projects completed. Remaining projects progressing, with outcomes and outputs monitored. • External summer placement programme, expanding Health and Social Care and Digital enhanced - planning for the 2026 programme underway, including demand planning and employer engagement. • Pathways strengthened between vocational qualifications and workforce demand in key sectors - draft Youth Engagement Strategy for the Built Environment developed, with structure and workstreams agreed. Existing vocational and industry offer now being reviewed for inclusion. • Development and implementation of the Built Environment Academy on a phased basis - long list of options produced, SWOT analysis ongoing. Shortlisting for full options appraisal will follow. Resourcing and timelines require review ahead of March 2026. An update in respect of NL Academies was contained within the report to the Finance and Resources Committee in September 2025, i.e. Brighter Futures programme of work - NL Academies, (link). An update in respect of all Brighter Futures deliverables was reported to Policy and Strategy Committee in September 2025, i.e. Brighter Futures progress update (link). NL academies Develop employer engagement within each model to ensure full participation and increased work opportunities. Apr-23 Aug-26 Green At delivery and ongoing management and monitoring stage. Both projects / activities within these deliverables are underway • Industry-led sector boards in the Built Environment and Health and Social Care - both boards continue to operate well. Built Environment workstreams are progressing quickly, with research on occupational gaps now complete and ready to share across partners. Care Academy workstreams are advancing, though momentum is affected by workload and staffing changes. Resource requirements for 2026 will need reviewed due to key posts ending. • Digital employer engagement and partnerships strengthened to inform development of the Digital Academy - early discussions on major data centre investment have begun, with anticipated involvement from NL Academies around skills and workforce needs. Ongoing monitoring and engagement will continue as workstreams form. Wider Digital Academy activity will be reprofiled. NL academies Enhance attraction and advance equalities across key industry sectors. Apr-23 Mar-28 Green At delivery and ongoing management 1 of the 5 projects / activities within this deliverable is complete: • Recruitment and retention workstreams under each industry led sector board have been implemented and are being monitored. Page 44 of 454
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Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at December 2025 (unless otherwise stated) (including narrative where RAG status is Red or Amber) and monitoring stage. The remaining 4 projects / activities are underway: • Implementation and scale up of collaborative apprenticeships and vocational pathways with NHS Lanarkshire and Health and Social Care Partnerships - apprenticeships launched in August 2025 within integrated rehab teams, leading to SCQF Levels 6 and 7. Programme and learner progress under ongoing review. • Increased participation of under-represented groups across NL Academies activity - restorative justice project launched in December 2025. Outcomes and participant progression being monitored to assess impact. • Alignment of attraction activities to key health and social care roles through the Care Academy - delivery framework and performance reporting structure completed. Implementation and monitoring to follow, with resource pressures requiring review before March 2026. • Engagement strategy through the Built Environment Sector Board - draft strategy produced with supporting workstreams identified. Working groups to be established in early 2026. NL academies Maximise opportunities to enhance social value through the council's procurement activity. Nov-24 Dec-26 Green At delivery and ongoing management and monitoring stage. 1 of the 4 projects / activities within this deliverable is complete: • Analysis of current procurement contracts has been carried out in conjunction with contract managers within services to ensure social value is maximised. The remaining 3 projects / activities are underway: • Social Value Framework - framework and menu produced; consultation planned. Chief Officer and Elected Member sessions scheduled for early 2026 ahead of Committee consideration. • Social value offer embedded within future procurement contracts - ongoing engagement with contract managers. Roll-out to follow once Framework is signed off and consultation is complete. • Council-wide technology solution to measure and monitor social value - early scoping of current systems undertaken. Power Bi identified for further exploration from early 2026 after Framework finalisation. Funding Identify all relevant funding streams and how they fit together. Sep-23 Oct-23 Blue Completed or at closure stage. • Complete. Desktop exercise is complete in respect of identifying all funding streams to identify how they align and integrate. Brighter futures curriculum and pathways Expand pathways and progression routes within key industry sectors to connect to employment. Jan-23 Jun-27 Green At delivery and ongoing management and monitoring stage. 2 of the 4 projects / activities within this deliverable are complete: • Plan established (via the vocational education multi-agency steering group) to refresh and relaunch the enterprise curriculum, pathways, and certification in order to progress and facilitate growth and expansion of Foundation Apprenticeships, Higher National Certificates, and vocational education in growth job sectors. Page 45 of 454
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Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at December 2025 (unless otherwise stated) (including narrative where RAG status is Red or Amber) • Secondary schools are now fully incorporating labour market intelligence into their curriculum rationale, supported by an established quality assurance cycle for programmes delivered with partners. This action is complete, with next steps moving to a separate review of the secondary improvement cycle to further enhance pathway development. The remaining 2 projects / activities are underway: • Launch and promotion of the wider achievement catalogue (SCQF 3-7) and expansion of enterprise / wider achievement opportunities - catalogue launched for the 2025/26 academic session. Work is underway with the Curriculum Manager (Digital) to support rollout and promotion across all schools. • Senior phase curriculum aligned to learner needs and labour market demand, with a focus on young people facing barriers - curriculum pathways developed across key growth sectors - built environment, health and social care, hospitality, and creative industries - at SCQF levels 4-7. Expansion continues to widen frameworks, increase levels, and boost pupil engagement. Brighter futures curriculum and pathways Grow full range of school vocational pathways for core sectors, including STEM (science, technology, engineering, and mathematics), digital skills, construction, and health and social care. Jan-23 Jun-27 Green At delivery and ongoing management and monitoring stage. 3 of the 6 projects / activities within this deliverable are complete: • For the 2023-24 session, all vocational pathway courses to widen achievement and expand opportunities were fully delivered, including strengthened progression routes in literacy, numeracy, digital literacy and computing. A quality assurance cycle is now in place to monitor delivery with partners. • Future Fridays programme has been delivered, providing young people with meaningful skill-building, practical experiences, and accredited opportunities that help prepare them for life beyond school and the world of work. • STEM and digital skills have been promoted across the curriculum through cross-curricular projects, a literacy-linked STEM pilot, and Glow-wide live code-along sessions, embedding digital learning and strengthening STEM engagement for learners. The remaining 3 projects / activities are underway: • Curriculum pathways across built environment, health and social care, hospitality and creative industries have been expanded at SCQF levels 4-7, with a dedicated ASN curriculum review underway. Core funding is secured, and work continues to extend pathways from SCQF 3-7 while increasing frameworks, levels, and pupil participation. • STEM and digital skills are now embedded across the curriculum through established projects, including national games week, eight digital literacy and computing sessions, and the rollout of a nonfiction Page 46 of 454
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Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at December 2025 (unless otherwise stated) (including narrative where RAG status is Red or Amber) STEM-themed reading programme. This work strengthens comprehension while deepening links to science and technologies. • Further STEM literacy and digital learning support is progressing through ongoing collaboration with Education Scotland, new Tech Tuesday’s resources, and a developing P4-S2 programme. Trialled lessons show strong engagement, and materials are being refined for wider rollout to help teachers embed literacy-driven STEM learning. Brighter futures curriculum and pathways Advance equalities within curriculum pathways 3-18 years. Jan-23 Jun-27 Green At delivery and ongoing management and monitoring stage. 3 of the 5 projects / activities within this deliverable are complete: • A plan to advance equalities within curriculum pathways has been fully developed and implemented through the Advancing Equalities Forum. This includes the recruitment of job coaches to support young people with additional support needs in preparing for life beyond school, alongside the integration of equalities within the National Certificate curriculum rationale and training for all Heads of Establishment. • The employability pathways programme within the We Aspire Social, Emotional and Behavioural Needs College has been launched, providing targeted opportunities and structured support to help young people progress toward positive, sustainable post-school destinations. • Curriculum rationale session offered on ensuring equality within the vocational curriculum to all heads of establishment. The remaining 2 are underway: • New vocational education bungalow at Our Lady’s High School - renovation is complete and young people with multiple barriers to learning are using the space regularly. Next steps focus on increasing usage, celebrating learning, and widening promotion. • Staff training across all establishments in LGBT awareness, rights respecting schools’ initiatives, gender-based violence awareness, and mentors in violence prevention - work across all areas is progressing well, most schools are advancing through the rights respecting schools’ initiative and are progressing from previous levels. LGBT inclusive education training continues and the mentors in violence prevention programme is active in several secondary schools, supported by trainer development to enable rollout across all secondary schools. Brighter futures curriculum and pathways Map, develop, and implement play-based approaches in early years to develop a full play- based learning offer. Jan-23 Jun-24 Blue Completed or at closure stage. • Complete. Play based approaches have been mapped across primary and are intrinsic to early years delivery. • In collaboration with early learning and childcare, through 1140 hours funding, two education support officers have been appointed to take forward developments in play and enquiry and develop approaches to play across early level in first and second level during a 23-month secondment. An initial test of change will be conducted with a small, Page 47 of 454
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Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at December 2025 (unless otherwise stated) (including narrative where RAG status is Red or Amber) targeted, focus group of schools. Employability and community learning and development Address the current challenges of North Lanarkshire’s labour market including the rise in economic inactivity alongside unemployment Apr-23 Mar-28 Green At delivery and ongoing management and monitoring stage. 1 project / activity within this deliverable is complete: • Local labour market challenges - including rising economic inactivity and unemployment - have been addressed through regular updates from employability partners, providing current insight and comparison with pre-pandemic labour market conditions. This work has strengthened understanding of local trends and informed targeted responses across programmes. The remaining project / activity is underway: • New programmes launched in April 2025 to tackle unemployment and economic inactivity have engaged 1,900 residents by December, including 387 economically inactive individuals. Of the 1,059 residents supported into work, 14% were previously inactive. Performance remains on track to meet annual targets, with expected increases in referrals in February, though economically inactive participants continue to require longer support to achieve sustained employment. Employability and community learning and development Ensure continued expansion of supported employment programmes, increase opportunities for North Lanarkshire Industries to diversify and integrate these with wider employability support. Oct-23 Mar-26 Green At delivery and ongoing management and monitoring stage. • An Action Plan for North Lanarkshire Industries is in place for 2024-26. Supported employment programmes have expanded, and North Lanarkshire Industries (NLI) continues to diversify through sustained internal and external orders, including furniture production, upholstery work and community support services. The No Limits programme achieved strong results, with most participants progressing into employment, while the Blissful Bundles enterprise continues to grow through schoolwork experience and pop-up events. The first NOLB-funded supported placement has begun, and NLI will continue furniture production for sheltered housing refurbishments into 2026. Employability and community learning and development Develop and embed the Employer Charter within a broader range of businesses. Apr-23 Mar-28 Green At delivery and ongoing management and monitoring stage. • Currently, 82 employers are accredited, with 6 pending and 5 ready for accreditation. Engagement activity remains strong, with a Business Breakfast in November attracting around 50 local employers and featuring business support partners and a member spotlight on WH&R McCartney. Visibility has increased through the growing NL Employer Charter LinkedIn page, which is now a key channel for showcasing employers and good practice. Ongoing priorities include continued direct promotion of the Charter, strengthened collaboration with internal services, active participation in business events, and delivery of the third Business Breakfast in March 2026 to maintain momentum and deepen employer engagement across North Lanarkshire. Employability and community learning and Ensure integration of external employability funding with council led programmes via Jan-23 Mar-26 Green At delivery and ongoing management 1 project / activity within this deliverable is complete: • External employability funding has been fully integrated with council-led programmes through the Local Employability Partnership, with two Page 48 of 454
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Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at December 2025 (unless otherwise stated) (including narrative where RAG status is Red or Amber) development Local Employability Partnership. and monitoring stage. UKSPF employability support projects delivered and evaluated up to March 2025 and aligned with funding to ensure a co-ordinated, sustainable approach. The remining project / activity is underway: • Since launching in April 2025, the project has engaged 776 residents (14% economically inactive) against a target of 648, with 563 moving into work, though fewer than 10% were economically inactive clients. Wider programmes have supported over 100 economically inactive people into employment, and a focused review next quarter will aim to increase outcomes for this group while maintaining strong performance in engagements and job conversions to the end of March 2026. Employability and community learning and development Create and implement a development plan focused on delivering numeracy programmes to adults aged 16+ to meet objectives of Multiply/UK Prosperity fund. Jan-23 Mar-26 Green At delivery and ongoing management and monitoring stage. • The Sum It Up team has launched a new Men and Music programme in Bellshill, work continues with the Church of Scotland in Wishaw delivering SQA units and cooking workshops, and environmental workshops have been delivered in Airdrie and with the Recovery Café Cumbernauld. To date, 264 SQA units have been achieved, with 184 learners registered since April and strong contribution to the wider 4,006 community learning and development learning outcomes. New activity in January 2026 includes a National 4 programme with New College Lanarkshire and a finance course based on Living Life to the Full, with final-quarter delivery focused on finance and health before progressing local growth fund objectives into 2026-27. Employability and community learning and development Create a community-based employment opportunity within the council for up to 18 young people aged 19-24 years who experience multiple barriers to learning and employment. Apr-24 Mar-26 Green At delivery and ongoing management and monitoring stage. • 17 participants continue to develop workplace skills through Autism Awareness, SQA Digital Basics, Mental Health Awareness, weekly Active NL health sessions, and First Steps to Volunteering, with growing responsibility in their placements and community learning and development feedback shaping next-stage learning. Individual actions within each learner’s plan are being progressed along with delivery of higher-level digital skills and SCQF Level 5 Family Learning, with three participants expected to complete the Lowland Leader Award to support future applications within Duke of Edinburgh service delivery. Employability and community learning and development Develop and deliver employability pathway for Resettled Scots including Unaccompanied Asylum- Seeking Children (UASC) building in accreditation through Scottish Qualification Authority (SQA) qualifications. Feb-24 Mar-26 Green At delivery and ongoing management and monitoring stage. • Between October and December 2025, the Adult Learning and Resettlement Team delivered 67 tailored ESOL and resettlement projects engaging 166 participants, achieving 132 SQA awards and contributing to 1,024 ESOL learning outcomes in the first half of 2025– 26. The new ESOL Employability course supported seven learners through three weeks of employability-focused ESOL followed by a three-week placement with council facilities, with participants recently interviewed for posts. Work continues with New College Lanarkshire on progression routes, and a new cohort plus ESOL Driving Theory classes Page 49 of 454
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Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at December 2025 (unless otherwise stated) (including narrative where RAG status is Red or Amber) - offered in person and online - will launch in spring to further strengthen employability and independence. Employability and community learning and development Develop and implement a comprehensive learning programme where 50% of learners who achieve a core skills qualification will reside in the top Scottish Index of Multiple Deprivation (SIMD) 1 and 2 data zones. Mar-24 Mar-26 Green At delivery and ongoing management and monitoring stage. • Q2 data shows strong performance, with 468 core skills achievements - 43.2% from SIMD 1 and 2 areas - including 242 numeracy, 140 IT, 53 communication, 19 working with others and 14 problem solving, alongside 404 national qualifications for adults and 1,298 youth accredited awards. By the end of Q2, community learning and development had supported 5,164 individuals, 41% from SIMD 1 and 2 areas, and delivered six local sessions to strengthen targeted delivery using data and heatmapping. Work continues into Q4 on reviewing literacy and communication provision and undertaking six peer-evaluation visits using the how good is our community learning and development framework to inform the next community learning and development service plan. Volunteering Establish volunteer baseline, covering current activity, training received, and availability for broader opportunities. May-23 Mar-26 Green At delivery and ongoing management and monitoring stage. 1 out of the 2 projects / activities within this deliverable is complete: • Engagement with services in the council has been concluded to understand the use of volunteers, and meet with community groups, Community Boards, and VANL to identify existing demand and potential for growth. The other project / activity is underway. • Volunteering activity slowed in the pre-Christmas period, but partnership links have strengthened, particularly through collaboration with the Community Wish List team to connect the volunteer system (Rosterfy) with supporting IT systems. New employer-supported volunteering opportunities have been developed, including projects benefiting local schools, and work continues to grow options aligned to the community wish list while deepening engagement with local companies. Volunteering Map community partnerships who offer volunteering opportunities and the current offer (baseline). May-23 Mar-24 Blue Completed or at closure stage. • Complete. Volunteer role profiles have been developed, and details gathered on opportunities and forthcoming projects / events for signposting to interested volunteers. Volunteering Implement and maintain a system capable of capturing volunteers, skills, training, and opportunities available. Oct-23 Mar-26 Green At delivery and ongoing management and monitoring stage. 1 out of the 3 projects / activities within this deliverable is complete: • Volunteer management system has been secured (Rosterfy) and developed to support development and recognise contribution, focusing on gaining qualifications which will help with career development. The other 2 projects / activities are underway: • Work with stakeholders - including Education and Families, New College Lanarkshire and Voluntary Action North Lanarkshire continues to expand accreditation opportunities, with the Volunteer Awards Page 50 of 454
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Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at December 2025 (unless otherwise stated) (including narrative where RAG status is Red or Amber) recognising a number of young people both at the event and through follow-up social media promotion. Further development of these opportunities is ongoing. • Work with New College Lanarkshire and training providers is progressing to create qualification routes that support volunteers into employment or further learning, with new opportunities being developed alongside the council’s training and development team preparations underway to begin rolling out training opportunities. Volunteering Implement and maintain a front- end website (one stop shop) for volunteering in North Lanarkshire. Oct-23 Mar-24 Blue Completed or at closure stage. • Complete. QR codes for the Roserfy volunteer management system have been developed to improve accessibility from a range of council venues and service delivery points. Volunteering Support the delivery of qualification options for volunteers. Mar-24 Mar-26 Green At delivery and ongoing management and monitoring stage. Both projects / activities within this deliverable are underway: • Work continues to support accreditation options, with the Volunteer NL project progressing toward SQA accreditation at SCQF Levels 3-5. The SQA application has been submitted, and final approval now depends on staff completing their Assessor / Verifier qualifications. Both are enrolled on a fast-track programme, and once completed, the project will be able to offer an expanded range of SQA-accredited qualifications for volunteers. • Action continues to develop a flexible suite of qualification options to support volunteers in progressing toward their learning and employment goals, with ongoing collaboration with the council’s training and organisational development team to create a volunteer training calendar; roll-out of new training opportunities is scheduled shortly. Entrepreneurship Map current entrepreneurship and self-employment provision across North Lanarkshire. Apr-23 Mar-28 Blue Completed or at closure stage. All 3 of the projects / activities within this deliverable are complete: • Mapping of all existing entrepreneurship support and activity taking place across North Lanarkshire (in terms of provision, geography, and target groups) has been carried out. • Availability and access to finance for entrepreneurs and business start- ups is also completed. • Start-up funding has been reviewed with new scheme developed. Entrepreneurship Develop entrepreneurship activities to drive activity where gaps and provision from the mapping exercise have been identified. May-23 Mar-26 Green At delivery and ongoing management and monitoring stage. 2 out of the 7 projects / activities within this deliverable are complete: • Options appraisal on future delivery of Business Gateway services completed with the outcome reported to committee and services insourced. • An overview of the activities and performance achieved during the first year of an in-house delivery model of the Business Gateway Lanarkshire service was reported to the Enterprise and Fair Work Committee in August 2025 (link). Page 51 of 454
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Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at December 2025 (unless otherwise stated) (including narrative where RAG status is Red or Amber) 5 projects / activities are underway. • Routeways into self-employment developed - follow-up activity in October 2025 confirmed two individuals have now started trading and six continue to receive support, with plans in place for the next cohort. • Start-up funding introduced from pre-start to 12-month trading - since April 2025, nine start-up grants totalling £21,646 have been paid, with a further sixteen awards worth £25,082 approved. Ten additional applications, totalling £20,000, are currently being appraised, with £83,000 remaining in the budget and ongoing promotion through Business Gateway and council marketing. • Activities to address demographic and geographic gaps - using Business Gateway data, targeted start-up Bootcamps have been delivered across priority areas in North Lanarkshire, and dashboards enhanced to include established business data. Further analysis of banking and limited company information is underway, with an additional review scheduled to inform 2026/27 operational planning. • One-to-one support, workshops, surgeries and networking continued via Business Gateway - provisional Lanarkshire results to November 2025 show 459 start-ups, 76 new business plus clients, 59 local priority clients, and 10 growth businesses, alongside wide-ranging workshops, marketing, and specialist support. • Lanarkshire Business Gateway and wider business support - monthly monitoring and review activity continues, with work underway to assess 2025/26 delivery and prepare plans for 2026/27. Business support paper reported to the Enterprise and Fair Work in February 2026 (link). Entrepreneurship Advance equalities and deliver targeted entrepreneurial support to under-represented groups through bespoke interventions. Oct-23 Mar-28 Green At delivery and ongoing management and monitoring stage. 2 out of the 7 projects / activities within this deliverable are complete: • Dedicated co-working space established for women in Airdrie (through UKSPF funding). • Opportunities explored for alternative inclusive ownership models in North Lanarkshire (linked to community wealth building) through discussions with Business Gateway, Enterprise Development, and Co- operative Development Scotland to develop a programme for implementation. 5 projects / activities are underway. • Tailored business start-up support delivered for Black, Asian and Minority Ethnic communities - physical delivery concluded on 30 September, with 23 verified events delivered between April and September and 298 North Lanarkshire residents engaged overall. Work is now focused on finalising outputs, confirming the final UKSPF claim and progressing the externally commissioned evaluation, with results due this quarter. Page 52 of 454
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Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at December 2025 (unless otherwise stated) (including narrative where RAG status is Red or Amber) • Creation and growth of social enterprises supported, and North Lanarkshire Social Enterprise Network strengthened - through the UKSPF project, one-to-one support has been provided to 21 organisations, three network meetings have been held and work continues with New College Lanarkshire on developing a new social enterprise and delivering specialist training. A draft Social Enterprise Strategy 2026-30 has been produced, nominations are being sought for an industry chair, and an online social enterprise map is planned. • Women’s co-working space in Airdrie delivered and uptake assessed as well as impact and future feasibility - by the end of December, 24 users had active workspace plans and income of £4,337.82 was generated between October and December, with additional meeting-space users booking regularly. Promotion and programme delivery continue, alongside work on an options appraisal for the future operating model and evaluation activity. • Levels of female entrepreneurship increased through mentoring, workshops and targeted support - October-December delivery included four events at The Hive, eight one-to-one mentoring sessions, two Funding Fridays and support to 28 individuals, alongside school engagement where 58 young people participated in Bee Your Own Boss. Ongoing work includes continued mentoring, workshops, surgeries, exploration of a Routes into Care self-employment course and continued school-based enterprise activity. • Programme to embed alternative ownership models linked to community wealth building in delivery - changes in national support structures have required the care-focused micro-enterprise model to be reworked, creating some development delays and necessitating further research. An alternative pathways-to-self-employment event is being developed, with continued engagement with Health & Social Care and the Care Academy, and promotion of alternative models through Business Gateway start-up sessions. Entrepreneurship Expand experiential entrepreneurial activities and pathway programmes within education curriculum. Aug-23 Jun-26 Green At delivery and ongoing management and monitoring stage. 1 out of the 3 projects / activities within this deliverable is complete: • The enterprise pathways and enterprising schools award model is in place with school sessions to the Smart Hub now ongoing. 2 activities / projects are underway. • Enterprise pathway and enterprising schools award model delivered across education, with progress demonstrated through the November Enterprise Showcase at Bellshill Academy, increased school participation in Dragons’ Lair, national competition success through the King’s Trust Challenge, strong registration levels for the Young Enterprise Circular Economy Challenge, and ongoing activities such as Page 53 of 454
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Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at December 2025 (unless otherwise stated) (including narrative where RAG status is Red or Amber) the YPI Inclusion pilot. • Delivery of school engagement through Smart Hub Lanarkshire ongoing to promote STEM careers, with engagement activity now complete across six schools and 92 pupils, and the project moving into evaluation to determine impact and next steps, including consideration of a spring technology showcase and scoping ongoing resource needs for delivery beyond March 2026. Digital North Lanarkshire [ overall completed status = 40% ] Digital culture, leadership, and knowledge Create a mature and sustainable culture across the organisation to ensure that digitisation of council services provided to the public successfully transition them to achieve the outcomes specified within The Plan for North Lanarkshire. Sep-23 Nov-26 Green At delivery and ongoing management and monitoring stage. 4 out of the 8 projects / activities within this deliverable are now complete: • Research was completed to understand the five steps to change in preparation for digital maturity assessment. • Outputs from the health and social care digital maturity work were shared with the digital culture, leadership, and knowledge activity group to inform the council's digital maturity assessment. • The digital maturity assessment has been undertaken with the digital culture, leadership, and knowledge activity group. • To support the digital maturity assessment, an update was provided to the Finance and Resources Committee in November 2024 (link) on progress in digital adoption and findings from the staff digital maturity survey, where 82% of respondents recognised the alignment between digital change and The Plan for North Lanarkshire, and highlighted improvements in collaboration, efficiency and productivity. Further work focused on strengthening support for staff - particularly under-25s - in adopting new technologies and embedding digital culture change. The remaining 4 projects / activities are closely interrelated, and implementation is being co-ordinated across the workstream: • Workshops informed development of a plan centred on engagement, digital champions, training, competencies, and digital etiquette, with activities delivered including you said, we did feedback, annual surveys, a 12-month digital communications plan, digital rebranding, and a review of industry best practice to establish a model for reporting progress towards a sustainable positive digital culture. Digital culture, leadership, and knowledge Develop digital leaders to facilitate behavioural change required to enable service transformation within existing resources. Nov-23 Mar-26 Amber At delivery and ongoing management and monitoring stage. 2 out of the 4 projects / activities within this deliverable is now complete. • Research on digital champions and leaders clarified the skills required to drive innovation, support teams, and strengthen engagement. This insight is now shaping leadership development programmes to embed stronger digital capabilities, including cognitive, behavioural, and emotional transformation. • A full review of the Digital Champion / Leader role was carried out, Page 54 of 454
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Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at December 2025 (unless otherwise stated) (including narrative where RAG status is Red or Amber) informed by current research, resulting in a role profile aligned with service needs. This has enhanced digital leadership across the organisation and supports continued progress in digital transformation. The remaining 2 projects / activities are underway: • To develop a competencies framework, informed by available models and stakeholder consultation - early drafts have been discussed with the Board and the Digital Adopter Group, with feedback highlighting key themes and the need for alignment with M365 dashboards. Further work is required to agree next steps delivery, develop linked training materials, and finalise the framework. An extension has been made to align timescales with related digital etiquette activities. • To review options for resource optimisation to support the Digital Champion / Leader role, including potential incentives, protected time, and dedicated staffing - findings and recommendations will be established to strengthen digital support across services. Digital culture, leadership, and knowledge Develop and deploy a self- adapting redesign framework to accelerate digital business transformation of critical council functions. Sep-23 Mar-24 Blue Completed or at closure stage. Upon completion, the change management toolkit portal was demonstrated at the Programme of Work Board in December 2024. Digital culture, leadership, and knowledge Support development of a skilled workforce to foster consistent knowledge, improve digital adoption, and accelerate digital-first business capabilities. Mar-24 Nov-26 Green At planning and set up stage. 1 out of the 5 projects / activities within this deliverable is now complete. • Work is complete to assess the impact of service-wide digital transformation, evaluating system changes and capturing insights to inform future user experience improvements. The remaining 4 projects / activities are underway: • Digital guidance and etiquette - this aims to update digital guidance and etiquette, so it remains accurate, relevant, and supports stronger digital engagement, including updates to the Code of Conduct training. Initial activity focused on the Digital Adoption Framework, with research on digital etiquette informing a presentation to the Board and establishing a solid foundation for the work. Next steps are to finalise updated guidance and training materials. • Self-help portal - work has begun to explore a self-help portal / channel for staff to share experience and knowledge. With the new Digital Early Adopters Group now established, development will progress toward completion by March 2026. • Digital skills self-assessment tool - initial scoping has taken place for a self-assessment tool linked to the future Competencies Framework. This action will proceed once the framework is completed and Page 55 of 454
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Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at December 2025 (unless otherwise stated) (including narrative where RAG status is Red or Amber) approved, with ongoing input from the supporting working group. • Training resource protocol - work is underway to create a protocol for using and updating external training resources (e.g. YouTube) with proposals scheduled to be presented to the Digital Early Adopters Group, within a revised completion date of August 2026. Improved customer experience Develop customer’s digital skills and knowledge to enable access to online and self- service activities, whilst ensuring digital inclusion and no one is left behind. Apr-23 Dec-26 Green At delivery and ongoing management and monitoring stage. 8 out of the 15 projects / activities within this deliverable are complete: • Systems and portals developed enabling residents to engage, report issues, request services, and make payments online. The council website now includes MOT / taxi compliance, roads and streetlighting reports and requests, waste service requests, traffic signal reports, and the ability to apply and pay for permits and business grant applications. • Chatbot functionality introduced providing automated responses and access to live advisors. • Customer relationship management system re-developed to enhance processes for staff to route enquiries to the relevant service and improve cross service working and thereby a one council approach. • Roadmap for service redesign established to support the council’s future operating model in hubs. • Standardised Purchase-to-Pay system redesigned and implemented, enabling full electronic invoicing across the end-to-end process - from identifying the need for goods or services through to supplier payment. • Digital asset map developed to capture community digital activities and promote the tool to users. • Digital intergenerational project expanded along with an ongoing support model. The Driving Digital Locally Intergenerational Project won a Municipal Journal Achievement Awards 2025 (link). The project pairs young people with older residents for one-to-one digital training, with 90% of participants reporting increased confidence and praising the relaxed, fun learning environment. The remaining 7 projects / activities are underway: • Communication channel review - work is underway to update the review with new data and media insights. Service changes and resourcing delays mean the deadline has been extended to June 2026. • British Sign Language (BSL) service access videos - funding has been secured and services have been invited to submit content for the development of BSL videos explaining how to access council services. • Promotion of easy read - plans to roll out a new Equality outcome in practice are underway with communications and promotion to follow. • Equalities guidance for services - draft guidance has been developed and presented to all Programme of Work Boards - next steps will Page 56 of 454
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Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at December 2025 (unless otherwise stated) (including narrative where RAG status is Red or Amber) include a communications plan to support implementation. • Digital communications for Community Hubs - this is on track, Hub newsletters are live with strong engagement, OneLan digital screens are installed, training is in progress for co-ordinators, webpages have been structured and are in the process of being updated. • Digital community benefits opportunities - engagement is ongoing with the digital sub-group and council contractors to identify and develop digital community benefit opportunities for local communities. • Digital zones pilot - public consultation is complete, with the results used to identify requirements for people with additional support needs. Adaptive technology has been installed in both zones, and its use and effectiveness are being monitored to ensure there are no barriers to access. Findings have been shared with the digital zones group and work is underway to develop recommendations for a future model. Improved customer experience To implement digitally-enabled facilities, services, and experiences that are user- friendly and accessible for all. Sep-23 Mar-26 Green At delivery and ongoing management and monitoring stage. 1 of the 3 projects / activities within this deliverable is complete: • All four immersive experience rooms have now been upgraded or developed and are fully operational, enhancing digital experiences for communities and supporting digital skills development. Community use is strong in Motherwell and Summerlee, with uptake growing in Airdrie since opening in early 2025. Updates on progress and impact were provided to the Communities Committee in October 2024 (link) and August 2025 (link). The other 2 projects / activities are underway: • Work to develop a model that enables customers to sign up for online services has progressed, with project resourcing now in place until March 2026 and a proof-of-concept running to June. System build is underway, stakeholder engagement and room assessments are complete, and an agreed schedule of activities is in place - though capacity has remained the main risk. Next steps include staff testing and rolling out the pilot phase. • To review and implement technology solutions to support customers with additional needs and remove barriers to accessing digital services - the next phase will involve finalising the options appraisal and beginning implementation of agreed solutions to ensure services are accessible and inclusive for all users. Improved customer experience Ensure an accessible and single source approach to data that supports the organisation by providing insights and Oct-24 Jun-26 Green At planning and set up stage. This deliverable, previously four separate activities, has been streamlined into a single, integrated approach to strengthen data capability across the organisation. Development work has scoped the purpose and content, identifying existing components to be incorporated and gaps to be Page 57 of 454
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Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at December 2025 (unless otherwise stated) (including narrative where RAG status is Red or Amber) evidence that support decision making, planning, delivery, and continuous improvement as well as public reporting and transparency. addressed. Engagement is now underway with industry experts to shape the technical foundations. Improved customer experience Research and explore emerging technology opportunities that align with the council’s Automation and Generative Artificial Intelligence (GenAI) Framework. The goal is to stay ahead of technological trends and use innovation to create more efficient, automated services that improve customer experience and better support service users. Jan-24 Dec-27 Green At delivery and ongoing management and monitoring stage. Both projects / activities within this deliverable are underway: • In respect of delivering the intentions outlined in the Digital and IT Strategy - this quarter focused on discovery work to identify operational AI opportunities, strengthening the foundation for future digital improvements. Next quarter, activity will centre on improving the customer experience and enhancing digital access in hubs, while operational pilots continue to progress. • Next steps implementation of the Automation and Generative Artificial Intelligence (GenAI) Framework included deploying Teams Premium for meeting summarisation, adopting Copilot as a standard productivity tool, and using Copilot Studio to run a simple chatbot for improved website navigation. A pilot is also being developed to use an AI agent to ingest an MS Access database and generate a Power App prototype, testing a scalable approach for moving legacy Access databases. Digital first operations Ensure useful, secure, compliant, and digital first applications are available to support critical but streamlined service delivery. Jan-23 Mar-28 Amber At delivery and ongoing management and monitoring stage. 3 out of the 9 projects / activities within this deliverable are complete. • New case management and scheduling system for social care. • Review of long-term options for financial management - phase 1 of the review is complete, assessing current financial tools, long-term suitability, and opportunities for automation and self-service. Recommendations will inform phase 2 work. • Automation and Generative AI Framework - approved in September 2024, this sets out the council’s AI vision and governance model. Work is underway to develop an implementation plan and identify use cases. The remaining 6 projects / activities are underway: • New housing and asset management system - the first data migration - covering people, properties, and core rent data - has been completed from the existing Housing Services Management System into the new Civica system. Workshops and process-mapping activities continue to inform system configuration. Data quality and integrity work is underway following the initial migration to ensure accuracy before subsequent data loads. • Leisure and facilities booking systems with secure payment integration - delays caused by chip-and-pin upgrades and the database upgrade have slowed implementation of hub-based bookings; however, Page 58 of 454
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Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at December 2025 (unless otherwise stated) (including narrative where RAG status is Red or Amber) chip-and-pin rollout was completed in January 2026, and the database upgrade is scheduled for March. These dependencies are expected to be resolved by early April, enabling configuration work to continue, including building community-based asset bookings. • Review and consolidation of asset management practices and systems - progress continues at an amber status due to variable resource availability across services and slower adoption of revised practices. The long project timeline means this is not yet critical, but ongoing engagement with service areas will be required to maintain momentum. • Portfolio of case management systems and assessment process - the assessment template has been completed, incorporating both generic and service-specific criteria. The process for evaluating existing systems and new requests is now in place. Assessment of Microsoft Dynamics is ongoing, with upcoming assessments planned for ServiceNow, Mosaic, and remaining case management systems. • Telephony systems review and implementation of a cloud-based Microsoft Teams integrated solution, incorporating virtual voice and digital assistant functionality - phase 1 delivery is nearing completion, with six outstanding tasks due by March 2026. Contact Centre and education migrations are complete, corporate migrations are 95% complete, and e-mail blending remains outstanding and subject to testing. Scoping for phase 2 is underway. • Standardised catalogue of online technology solutions for self-service - progress remains slow due to long-term absence and subsequent vacancy. Work will continue at a reduced pace until capacity is restored, with prioritisation focused on defining minimum viable catalogue content to support early stages of self-service adoption. Digital first operations Facilitate fibre-enabled innovation to maximise the full potential of Internet of Things (IoT) and Artificial Intelligence (AI) technologies in service delivery. Apr-23 Mar-28 Amber At delivery and ongoing management and monitoring stage. 3 out of the 8 projects / activities within this deliverable are now complete. • New Wide Area Network (WAN) solution - implementation of the procured WAN, including internet breakout services and fibre deployment across North Lanarkshire, is complete. An update was provided to the Finance and Resources Committee in February 2025. • Internet access for temporary accommodation - delivery plan has been completed, and a call-off contract is now in place to provide internet access across temporary accommodation properties. • Community access to immersive pods - four immersive rooms are fully operational at Airdrie Library, Motherwell Library, Summerlee Museum, and Muirfield Community Centre, providing advanced sensory technology support (e.g. in respect of mental health and employability). The other 5 projects / activities are underway: Page 59 of 454
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Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at December 2025 (unless otherwise stated) (including narrative where RAG status is Red or Amber) • Council-wide public Wi-Fi service - the programme is nearing completion, with town-centre transitions still outstanding. All high schools have moved to separate controllers, resolving congestion issues. Capacity constraints required re-baselining, and a redesigned school environment is currently being tested. • Opportunities for Internet of Things (IoT) use - work is underway to identify suitable IoT use cases and develop an appropriate governance model to support consistent, safe deployment across the council. • Strategy to provide internet access to residents across North Lanarkshire - a project plan has been developed, supported by ongoing work to enhance fibre availability across North Lanarkshire as a foundation for wider resident access. • Smart Park pilot scheme - pilots at Palacerigg Country Park and Strathclyde Country Park are now live, with renewable-powered, fibre-connected units in place. Data capture is ongoing to inform a business case for potential wider rollout. • Digital infrastructure toolkit for third-party connectivity providers - discussions continue on whether a deliverable toolkit is feasible, work includes exploring reuse of the third party infrastructure model. Digital first operations Transition from using paper- based storage to a digital solution for retaining appropriate council information. Sep-23 Mar-25 Blue Completed or at closure stage. Contract awarded and commenced April 2025. Performance optimisation Develop an efficient digital and IT cost model to ensure scarce financial resources are aligned to vital enabling technologies. Oct-23 Sep-26 Green At delivery and ongoing management and monitoring stage. Delivery of the 2 projects / activities within this deliverable are underway. • Work is underway to map digital and IT spend across the council and assess whether it is essential or priority. This is a complex task due to the large number of applications in use and limited historic data on users and contracts, requiring additional time for accurate data capture and risk-based analysis. Although progress has been slower than planned, the overall March 2026 delivery date remains on track. • Structures and processes are now in place to support operational innovation and service transformation through stronger supplier relationships. Funding has been re-profiled and eligibility criteria approved, with details reported to the Finance and Resources Committee in February 2025 (link). Current work focuses on identifying flagship examples for innovation and best practice. Performance optimisation Enhance security monitoring to maintain effective access and control over council data as the Feb-24 Dec-27 Amber At delivery and ongoing management Delivery of the 3 projects / activities within this deliverable is underway. • Security monitoring metrics - new security performance metrics implemented; enhancements ongoing to improve insight and Page 60 of 454
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Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at December 2025 (unless otherwise stated) (including narrative where RAG status is Red or Amber) council delivers the anticipated increase in its digital footprint. and monitoring stage. comparability. Work progressing toward a framework that supports future benchmarking against peers. • Supplier data and assessment framework - framework rollout is dependent on availability of service-level resources and live Service Now reset; spreadsheets being used short-term. Proof-of-concept underway to test and refine the model before organisation-wide adoption. Staff engagement, proof-of-concept design, and launch planned for completion by March 2026. • Security controls assessment model - timeline for security standards agreed and assessment tool for vulnerabilities selected. Current focus is on completing the standards, building the wider framework, and enhancing vulnerability management processes. Development of the compliance reporting framework still to commence. One Service [ overall completed status = 33% ] Workforce Further develop workforce plans to ensure appropriate succession planning and alignment to the overall Programme of Work. Apr-23 Apr-28 Green At delivery and ongoing management and monitoring stage. Delivery of the 3 projects / activities within this deliverable is underway: • Workforce and structural changes - support for changes arising from the operating model and One Service programme continues in partnership with services and Trade Union colleagues. • Workforce plans - development of the next iteration of workforce plans (covering internal and external challenges, capacity planning, and focussed implementation plans) is now complete. Delivery of actions from service workforce plans is underway. A progress update, including the One Workforce Plan and strategic workforce priorities to 2028, was presented to the Policy and Strategy Committee in December 2025 (link), alongside work responding to the Best Value recommendations following the 2025 thematic audit on workforce innovation. • Workforce mapping and transition planning - ongoing organisation and workforce mapping is supporting the shift to a hub-based community delivery model over the next 3-5 years. An update was included in the Leadership and Operating Model report to the Policy and Strategy Committee in December 2025 (link). HR will continue to support Chief Officers and managers through the transition, with strong communication and engagement with employees and Trade Unions remaining essential. Shared services and public service reform Explore opportunities for shared services both within the council and with partners, where appropriate, to maximise efficiency. Feb-24 * Green At delivery and ongoing management and monitoring stage. * Timescales and actions are determined by the Improvement Service. • Council representatives continue to take part in all Improvement Service shared-services workstreams, including procurement, statutory and discretionary services, digital transformation, potential national / regional digital shared services, and active communities / participatory design. Page 61 of 454
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Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at December 2025 (unless otherwise stated) (including narrative where RAG status is Red or Amber) • Through these subgroups, the council inputs information and feedback to help review and shape project activity across each workstream. Shared services and public service reform Maintain oversight of public service reform developments and ensure co-ordinated response to external decision making which has a bearing on council service delivery. Sept-23 * Green Crerar - at delivery and ongoing management and monitoring stage. Democracy matters - complete. * Timescales and actions are determined by the Improvement Service. 1 out of the 2 projects / activities within this deliverable is now complete: • Democracy Matters 2 - the council contributed to the development of this consultation as part of the Local Governance Review. Following the phase 2 findings, a national steering group was set up to take the work forward (link). The 2025 national programme for government provided a brief update on proposed next steps (link). For the other project / activity, delivery is underway: • Public sector reform - council representatives continue to support the Improvement Service’s work on implementing Crerar for local government. A national project has been launched to shape future self-assessment and strengthen collaboration across scrutiny bodies and local government, with a national framework due in 2026. To support this, council officers attended workshops in the autumn of 2025. Working with other Boards Work with other Boards to support delivery of priorities across the Programme of Work. Jun-24 Mar-28 Green At delivery and ongoing management and monitoring stage. Delivery of the 3 projects / activities within this deliverable is underway: • A model has been developed and successfully piloted to maintain strategic oversight of Delivery Plan dependencies and interdependencies, reducing risks of delay, friction, and duplication. It is now being rolled out across the full Programme of Work. • Quarterly monitoring reports identify hot spots affecting Programme of Work delivery. These are reviewed by each Strategic Board and the Corporate Management Team, triggering exception reports where needed. To date, only two significant hot spots have required escalation to the Corporate Management Team. • Ongoing oversight ensures the Resources dimension is continuously reviewed to support individual projects and cross-cutting Programme of Work activity, maximising use of limited shared capacity. Quarterly monitoring shows Resource impacts have reduced from 14% of the Programme to 2.8%, with Time and Cost variations also steadily declining. All six dimensions (scope, cost, quality, resources, risk, and time) continue to be monitored by each Board, and by the One Service Board as part of wider workforce planning. Working with other Boards Ensure practical implementation of Change Management Framework. Jun-24 Mar-28 Green At delivery and ongoing management and monitoring stage. A self-service Change Management Toolkit has been developed to evolve as the Programme of Work progresses. It complements project management by supporting the people side of change and strengthening the council’s overall approach. Now complete, it has moved to the One Service Board for organisation-wide deployment, with four related activities Page 62 of 454
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Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at December 2025 (unless otherwise stated) (including narrative where RAG status is Red or Amber) underway to: • Maintain strategic oversight of the council's significant change initiatives to ensure successful delivery and implementation in line with the Change Management toolkit. • Maintain oversight of the identification and successful realisation of benefits from such change initiatives. • Maintain oversight of the change management requirements resulting from public sector reform or identified shared services. • Develop new ways of engagement both internally and externally to support the changes and upskilling required. Working with other Boards Lead engagement with staff, trade unions, and partners about the Programme of Work to ensure understanding and alignment. Apr-24 Mar-28 Green At delivery and ongoing management and monitoring stage. Work is underway to report on actions taken in response to staff feedback from the 2024 roadshows. Across 72 events in 21 venues, over 2,200 staff participated, with 81.9% agreeing the Programme of Work is on the right track. Feedback - covering budgets and funding, staffing, education, health and social care, and The Plan for North Lanarkshire - has been collated and reviewed. A you said, we did programme is now being rolled out across the organisation. Leadership and operating model and asset rationalisation Deliver the continued roll out of the Leadership and Operating Model to ensure an effective community leadership approach, working with partners, as the hub approach develops. Jun-22 Feb-33 Green At delivery and ongoing management and monitoring stage. 3 out of the 9 projects / activities within this deliverable is now complete: • Kildonan Street - successfully relocated staff from Kildonan Street offices to Buchanan Centre within 10 weeks to enable the Kildonan Street re-development project. • Broadwood Hub, Cumbernauld - phase 2 works delivered. • Health and Social Care Partnership on GIRFE (Getting it Right for Everyone) - partnership work is now complete and has transitioned to business as usual, strengthening early access to support through new community-hub ways of working. 5 projects / activities are underway: • Operationalising the new community hub model - this work has accelerated following committee approvals in June 2024 (link), December 2024 (link), June 2025 (link), and December 2025 (link), supporting a more community-led approach. - Hub co-ordinators are developing operational models for statutory and non-statutory services and strengthening third-sector involvement. - Integrated support is now embedded in Newmains and St Brigid’s, Riverbank, and Chryston, with delivery boards overseeing progress and these hubs moving into business as usual from April 2026. - Orbiston is now operational with preparatory work underway as Chryston High School extension, Gartcosh, St Kevins, and St Stephen’s go live during 2026. Page 63 of 454
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Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at December 2025 (unless otherwise stated) (including narrative where RAG status is Red or Amber) - Risk assessments, induction materials, reception guidance and project documentation (including Equality Impact Assessments) are maintained, with detailed plans available on request. - A performance framework has been adopted with early evidence captured. • Calderhead Hub - phase 2 delivery is progressing following an options appraisal process with the hub being relocated to meet requirements, and the team transitioning into Assets and Procurement with a review of future direction. • Cumbernauld Hub - work to develop and implement the transition plan for Cumbernauld Hub is ongoing, with space at Bron Way reconfigured to meet operational needs. Design requirements will be revisited to ensure redesign continues to meet service delivery needs. • Early and inclusive family support - work to develop a proof-of-concept model for early and inclusive family support through the community hub model continues to scale up. - The service is now operating in all hubs, with increasing demand leading to extended evening and weekend provision, including drop-ins and piloted weekend activities. - Case studies are being gathered to support impact measurement, needs assessments continue to shape forward plans, and community events continue to inform future delivery. - Scaling across communities and reviewing the effectiveness of extended hours remain key next steps. • Phase 2 service delivery requirements - baseline work to define future service delivery requirements is ongoing, supporting the 3-5-year transition to the future operating model and informing capital investment. Related activity on organisational review, service redesign, workforce transition, and asset consolidation sits within the hub operating model workstream. Service transformation continues, with workforce plans submitted in September 2025 and a One Workforce report in December 2025. Services will finalise requirements by June 2026 to support scenario planning and next steps. The remaining project / activity is not yet due to start: • Work to expand the number of integrated hubs across the existing estate - supporting the transition to the hub operating model and asset rationalisation - has not yet begun as no capital funding has been awarded. Subject to funding and the approved Strategic Asset Review and Investment Strategy (SARIS), tests of change and updated options appraisals will be taken forward. Activity is being progressed in line with the SARIS reports approved by the Policy and Strategy Committee in Page 64 of 454
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Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at December 2025 (unless otherwise stated) (including narrative where RAG status is Red or Amber) September 2024 (link) and December 2025 (link). Leadership and operating model and asset rationalisation Align the asset rationalisation strategy with the Leadership and Operating Model to ensure coherent phasing and maximise efficiency. Apr-23 Jul-28 Green At delivery and ongoing management and monitoring stage. 7 out of the 10 projects / activities within this deliverable are now complete: • Technology - priorities have been identified using the digital framework, with implementation now progressing through the Digital North Lanarkshire Programme (e.g. public Wi-Fi, digital information screens, room display panels to enhance the hub user experience, and a corporate printing solution). • Corporate telephony - implementation is underway, with basic functions live, services migrating, and ongoing work with the supplier to enable a single contact number and secure payment portal. • Community asset profile - this has been reviewed across all nine Community Board areas, informing best practice, next steps, and the policy implementation plan overseen by the Community Asset Leadership Group. • A Community Ownership and Management of Assets Policy was approved in June 2024 (link), widening the scope beyond Community Asset Transfer to all community requests to use, manage, lease, or own council assets. Community interest mapping is complete, and the capital fund has been promoted. • Discounted lease and let arrangements - a mechanism for this is in place for community organisations that demonstrably contributes to the council’s priorities. • Co-design with communities - internal processes have been reviewed and improved to support a shift toward co-design with communities as part of the new Policy. • Communications - a refreshed communications approach includes new hub web pages and a move to a cloud-based solution to improve marketing of assets (linked to the corporate booking system), with a proof-of-concept for hub model alignment. 3 projects / activities are underway: • Phase 2 service delivery requirements - baseline work to define future requirements is ongoing, supporting the 3-5-year transition to the future operating model and informing capital investment. • Activity on organisational review, service redesign, workforce transition, and asset consolidation sits within the hub operating model workstream. Service transformation continues, with workforce plans submitted in September 2025 and a One Workforce report in December 2025. • Services will finalise requirements by June 2026 to support scenario planning and next steps. Page 65 of 454
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Key stages for the project / activity in the Programme of Work Indicative % completed assessment At initiation stage Project / activity still at proposal stage, and not yet approved by the relevant SRO / Chief Officer or approved to Project Brief (or equivalent) stage or approved to Project Brief (or equivalent) stage, but still in development / at feasibility stage. >0% and <15% At planning and set up stage Project / activity approved to Project Business Case (or equivalent) stage or Project or Delivery Plan developed. >=15% and <25% At delivery and ongoing management and monitoring stage Project / activity underway and delivery is categorised as: < =25% completed or > 25% but < =50% completed or > 50% but < =75% completed or > 75% but < 100% completed. >=25% and <95% Completed or at closure stage Project / activity completed and closed off or final evaluations, handovers, etc still to be undertaken. >=95% and =100% Key to RAG status for each deliverable Blue Delivery is complete. Green Delivery is on track and in line with the six dimensions within which the project / activity is being delivered (i.e. scope, cost / budget, quality, resources, risk, within time / on schedule) and the % completed status is as expected as at the time of the delivery assessment. Amber Delivery is not on track and the latest assessment suggests there may be emerging issues with one or more of the six dimensions within which the project / activity is being delivered (i.e. scope, cost / budget, quality, resources, risk, within time / on schedule) and/or the % completed status is not as expected as at the time of the delivery assessment. Red Delivery is not on track and the latest assessment has reported issues with one or more of the six dimensions within which the project / activity is being delivered (i.e. scope, cost / budget, quality, resources, risk, within time / on schedule) and/or the % completed status is behind that which is expected as at the time of the delivery assessment. Page 66 of 454
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North Lanarkshire Council Report Policy and Strategy Committee Does this report require to be approved? ☒ Yes ☐ No Ref DM/SL Date 19/03/26 The latest North Lanarkshire context, challenges, and next steps From Des Murray, Chief Executive E-mail murraydes@northlan.gov.uk Executive Summary The Plan for North Lanarkshire is supported by a suite of high-level Health Check Indicators that collectively provide the context for North Lanarkshire as a place. By providing a clear demographic, social, and economic profile of the area, this collective set of indicators underpinned development of the long-term vision for The Plan for North Lanarkshire when it was established in 2019. The indicators are designed to be interpreted together, offering a comprehensive view of how different factors affecting the people and communities of North Lanarkshire are connected. Taken as a whole, they continue to provide a robust, consistent, and independent assessment of progress over time. Appendix 1 summarises the latest results for the 28 Health Check Indicators highlighting encouraging progress across several important economic and social measures. In the 2024-25 reporting periods, 50% of the indicators showed improvement over the period of delivering The Plan for North Lanarkshire. This rose to 57% in the September 2025 update, with the latest position now showing 68% (two thirds) improving over the lifetime of The Plan. Key highlights include: • A significant increase in breastfeeding rates - after a flat trend in the previous year, the latest results show that 35.6% of babies are being breastfed at the 6-8-week review - up from the previous high of 30.4% and well above The Plan for North Lanarkshire baseline of 23.1%. This improvement supports healthier early development and helps give more babies the best start in life. • Gains in life expectancy - both male and female life expectancy in North Lanarkshire shown a modest but encouraging rise, marking the first clear improvement since the national decline seen during and following the pandemic. • An increase in net migration - the latest rise in net migration (7.6%) signals increasing confidence in the area, underlining its attractiveness as a place to live, work, and invest. • Strong economic growth - North Lanarkshire continues to perform well, with sustained year-on-year growth above national trends. This helps to attract further inward investment, supports more job opportunities, and strengthens the area’s finance base, expanding the resources available to improve services and quality of life for local people. • Sustained annual growth in the average gross weekly pay - with average resident earnings now reaching £775.10 per week. This is a 42% increase from The Plan for North Lanarkshire baseline, outperforming both the national increase (38%) and the increase across the group of comparable councils (36%) over the same period. • More economic activity - economic activity has improved for the last six consecutive Item 4 Page 67 of 454
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quarters and now stands at 77.1%, close to both the pre-pandemic rate (77.2%) and The Plan for North Lanarkshire baseline (77.9%). • Less benefits claimants - the proportion of working age residents claiming employment related benefits continues to fall, a trend first seen in 2020. At 2.8% as at December 2025, it’s now at its lowest point in eight years and lower than the national average (2.9%). This suggests more people are managing to stay in work or move into jobs, helping to improve household budgets and contribute to greater stability in family life. • Lower school exclusion rates - both overall exclusion rates and those for looked-after children continue to show significant improvement. The most recent results remain below the national average and lower than comparator councils. This means more children are staying connected to learning, facing fewer disruptions to their education, and receiving support that helps them remain in school and make steady progress. • More recycling - North Lanarkshire’s waste recycling rates have reached an all-time high (47.9%) and are now above the national average (44.3%). This means more household waste is being reused rather than sent to landfill, helping to reduce environmental impact, lower disposal costs, and support cleaner, greener, communities for local residents. • Less children living in poverty - after increases in the period following the pandemic, the figures reported in September 2025 showed an improving picture nationally and locally. In North Lanarkshire, the proportion of children living in poverty has fallen from 26.9% to 24.9%, bringing the rate below The Plan for North Lanarkshire baseline of 25.2%. This means more families are experiencing improved financial stability, with fewer children facing the pressures that come from low income. However, despite this progress, child poverty needs a continued focus to sustain and build on these improvements. Appendix 1 provides a high-level summary of the latest results, including the associated RAG status, while Appendix 2 offers detailed analysis for each of the 28 Health Check Indicators and provides the broader context for North Lanarkshire. The suite of 28 Health Check Indicators also plays a vital role in evidencing transformation across North Lanarkshire and in identifying priority areas for targeted strategic planning through the Programme of Work. This approach continues to highlight economic, social, and health trends that are unstable or persist despite sustained intervention, thus enabling a more focused and informed policy response. To this end Policy and Strategy Committee will recall a report in March 2025 advising of a mid-term review of the Programme of Work to ensure it remains current, relevant, and deliverable. This report provides an interim update on that review, framed by the latest Health Check Indicator results, the challenges facing the wider local government environment, and the implications for delivering North Lanarkshire’s priorities. Next steps over the spring of 2026 include a programme of engagement to further enhance Elected Member involvement in the strategic planning process, ahead of a follow-up report to Policy and Strategy Committee in June 2026. Recommendations It is recommended that the Policy and Strategy Committee: (1) Note the key role which the Health Check Indicators play in providing the evidence base through which progress in delivering The Plan for North Lanarkshire can be regularly assessed, (2) Take cognisance of the latest results set out in this report and the appendices, including the successes and challenges noted in paragraphs 2.4 and 2.5, Page 68 of 454
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1. Background 1.1 Since The Plan for North Lanarkshire was established in 2019, it has been supported by a suite of 28 Health Check Indicators from the Strategic Performance Framework which aim to collectively provide the context for North Lanarkshire as a place. 1.2 This suite of measures has been used constantly to provide a robust, consistent, and independent evidence base to (a) demonstrate progress in delivering the Programme of Work and achieving the vision of inclusive growth and prosperity for all as set out in The Plan for North Lanarkshire, and (b) inform strategic planning and delivery priorities. 1.3 In practice, these measures: • Represent long-term outcomes that assess the overall state of a nation, i.e. North Lanarkshire. As outcome-focused planning takes time to show meaningful change for people and communities, maintaining a consistent approach to measuring, reviewing, and reporting progress ensures a sustained focus on the long-term ambitions of The Plan for North Lanarkshire. This avoids over-reliance on short-term measures that do not support long-term transformation. • Provide a high-level impact assessment of the work of the council and its partners on the area’s economy, people, and communities. It is recognised that long-term investments, the time lag between investment and measurable impact, and the need to consider how outcomes might have differed in the absence of council activity must all be taken into account when interpreting the results. • Comprise a small number of wider landscape measures that focus, where possible, on outcomes rather than outputs. In doing so it is acknowledged that outcomes are inherently challenging to measure and improvements in people’s lives are influenced by many factors beyond the direct control of the council. • Are sourced from externally produced statistics, ensuring that the data used is objective and independently verified. • Are available nationally, enabling comparison of North Lanarkshire’s performance against other local authorities in the same comparative group and the national average. 1.4 This report continues the approach introduced in 2023 in terms of a standalone assessment of the North Lanarkshire context. It shows changes in performance from the baseline established when The Plan for North Lanarkshire was approved and provides deeper analysis of the data and trends underpinning the 28 Health Check Indicators. This supports reporting on progress, enhances understanding of the latest context, and informs next steps delivery for the Programme of Work and its priorities. 1.5 This year’s approach reflects improvements identified by Audit Scotland in their thematic Best Value Transformation audit (reported to Policy and Strategy Committee in September 2025) which recommended that “the council should ensure that the (3) Note that more detail on the outcome and next steps following the review of the Programme of Work will be presented to the Policy and Strategy Committee in June 2026, following a period of Elected Member and stakeholder engagement. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Programme of Work Statutory / corporate / service requirement Page 69 of 454
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reporting of progress against its 28 Health Check Indicators is more accessible to the public”. The changes made in response are referenced in paragraph 2.2 and captured in Appendix 2. This information will also be used to update and enhance the relevant content on the council’s website. 1.6 Paragraphs 2.6 to 2.10 provide an update on the mid-term review of the Programme of Work, set within the latest North Lanarkshire context and the wider local government environment. The background to this review was first reported to the Policy and Strategy Committee in March 2025. 2. Latest results 2.1 Appendix 1 presents the latest position for the 28 Health Check Indicators used to monitor the impact of The Plan for North Lanarkshire. Across each six monthly report in 2024 and 2025, the results consistently showed that 50% of the indicators had improved over the period of The Plan for North Lanarkshire. The subsequent update in September 2025 reported further progress, with the proportion of improving indicators rising to 57%. The latest position, as set out in this report, shows further change, with 68% (two thirds) of indicators now demonstrating positive movement over the period of The Plan for North Lanarkshire. 2.2 Previously, an appendix to this report set out detailed analysis of all 28 Health Check Indicators, including trends and comparisons with national figures and similar councils. While recognising the important role this plays in monitoring the impact of The Plan for North Lanarkshire, Audit Scotland recommended that reporting on progress against the 28 Health Check Indicators should be more accessible to the public. In response, the deep dive in Appendix 2 adopts a less technical approach, presenting the information in a clearer and more meaningful way with focused sections as noted below: • What this means - this section provides a brief description of what is being measured, ensuring the indicator is clearly defined and can be consistently understood. • Why this matters - this section explains why measuring this indicator is important, particularly in demonstrating progress towards achieving inclusive growth and prosperity for all as set out in The Plan for North Lanarkshire. • Latest performance - this section includes a table showing baseline data for The Plan for North Lanarkshire, supported by graphs with longer-term time series data (where available). These visuals illustrate trends over time, as well as the position before, during, and after the pandemic. Where national data sources recalibrate their historical data at each publication, the Appendix reflects the most recent data. The table also provides Scotland-level figures and benchmarks showing the comparative average for similar councils (where available and relevant). • How North Lanarkshire has performed - this section provides narrative that summarises the latest results, incorporating supplementary measures, commentary, and analysis, to support interpretation within the North Lanarkshire context. This also reflects changes compared to the baseline position for The Plan for North Lanarkshire which was established using the most up to date data available at the time when it was approved and monitoring began. • Impact of delivering The Plan for North Lanarkshire - this section highlights how changes in an indicator’s results over the lifetime of The Plan for North Lanarkshire can be interpreted alongside delivery activity, offering insight into potential impact and the wider economic, social, educational, and health trends shaping the lives of the people and communities of North Lanarkshire. 2.3 Despite some time lags in national data, the latest results for all indicators now fully Page 70 of 454
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cover the post-pandemic period. This allows a clearer understanding of how the pandemic affected progress in delivering The Plan for North Lanarkshire. In the main, the impact is visible in the data from 2020 to 2022 when compared with results from 2019 and from 2022 onwards. 2.4 The latest data for each of the 28 Health Check Indicators continues to show a number of significant and positive trends that are encouraging. The following represents a high- level summary of key successes where new data has been available to provide an updated position in this year’s report. • After little change in the previous year’s breastfeeding rates, the latest figures show a marked increase with 35.6% of babies in North Lanarkshire being breastfed at the 6-8 week review and getting the best start in life. This is an improvement from the previous high of 30.4% and The Plan for North Lanarkshire baseline of 23.1%. • Life expectancy in North Lanarkshire for both males and females show a small positive gain, the first significant change since a decline experienced nationally over the period of the pandemic. • The latest increase in net migration (7.6%) reflects a strong and growing confidence in the area, highlighting its attractiveness as a place to live, work, and invest. The latest population projections show the key role that inward migration has in growing the local population. • Gross weekly pay continues to show positive year-on-year growth, with the average wage for North Lanarkshire residents now £775.10, compared with a national average of £775.60. This represents a 42% increase (£229.40) from The Plan for North Lanarkshire baseline, outperforming both the national increase of 38% (£212.90) and the 36% (£195.80) average rise across comparable councils. Across the eight councils with the areas with the highest levels of deprivation, average gross weekly pay is £745.50. • Prior to the pandemic, North Lanarkshire had one of the strongest and fastest-growing economies in Scotland, with consistent year-on-year expansion, increasing numbers of businesses per head of population, and jobs safeguarded through business support. Recent figures show the local economy continues to grow, with a 12.5% increase on the previous year - above the national average of 9.1%. • Prior to The Plan for North Lanarkshire baseline of 3.5% in December 2018, employment-related benefit claims had remained relatively low, rising modestly to 3.7% by March 2020. The immediate impact of the pandemic saw this increase to 7.2% by August 2020, in line with national trends. Since then, rates have followed a steady downward trajectory, with the figure as at December 2025 now at 2.8% (around 6,170 people). This represents the lowest level ever recorded in North Lanarkshire and is slightly below the latest national average of 2.9%. • School exclusion rates continue to show significant improvement for both all pupils and looked after children with the latest figures now below the national average and the comparator figure for similar councils. Exclusion rates in North Lanarkshire are now the sixth lowest in Scotland for looked after children. • North Lanarkshire’s waste recycling rates have reached an all-time high for the second year in a row (49.7%) and are now above the national average (44.3%). This is also reflected in the tonnage of waste recycled which also has reached an all-time high of 72,401 tonnes (an increase of 6,000 tonnes over the period of The Plan for North Lanarkshire). • Economic activity has now seen improvement for the last six quarters in a row and at 77.1% is close to the pre-pandemic level (77.2%) and The Plan for North Lanarkshire baseline (77.9%). • Following the post-pandemic rise in child poverty rates across the country, the figures reported in September 2025 show an improving national and local picture. Page 71 of 454
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In North Lanarkshire, rates have fallen from 26.9% to 24.9%, now below The Plan for North Lanarkshire baseline of 25.2%. 2.5 Annual performance reports to the Policy and Strategy Committee have previously highlighted the lasting social and economic impacts of the pandemic, particularly on vulnerable people and communities. While some indicators still show residual effects, there are now clear signs of improvement. However, analysis of the data in Appendix 2 shows that these improvements are not consistent across all economic, social, educational, and health aspects of North Lanarkshire. Some areas are benefiting more than others, leaving the overall position fragile and vulnerable to wider economic or environmental pressures. As a result, significant challenges remain. • As the proportion of the working-age population who are economically active has increased, economic inactivity has fallen to 22.9%. Of those who are economically inactive, around 78% (around 39,200 people) do not want a job - a decrease from the previous high of 90.9% (around 50,600 people). However, long-term sickness - which has shown a small decrease - remains a significant challenge, accounting for 43% of this group, while the remainder of those economically inactive refers to students (21%), those looking after family or home (16%), and those who are retired (10%). This means that 22.9% (around 11,200 people) are economically inactive but would like a job. • Three-year business survival rates in North Lanarkshire have shown some variation, moving from 54.1% to 51.5% before rising to 53.4%, broadly in line with national trends. Although the pandemic influenced earlier results, a strong base of active businesses has been maintained throughout the lifetime of The Plan for North Lanarkshire, reflecting ongoing resilience in a gradually recovering business environment. • National health and care experience survey results show some ongoing challenges during The Plan for North Lanarkshire period. The proportion of adults supported at home who feel able to live independently has moved from 75.4% to 67.7%, and those reporting that their support improved or maintained their quality of life shifted from 75.6% to 67.7%. The proportion of carers who feel supported has also decreased from 33.2% to 28.5%. • Life expectancy for both males and females has shown a small but welcome increase for the first time since the pandemic. However, healthy life expectancy (the number of years a person can expected to live in good/very good health) has declined to 53.2 years for males and 52.5 for females. Although this follows the national trend, the decline is more pronounced in North Lanarkshire. • A deeper analysis of breastfeeding rates shows variation across review points. At the first review (when babies are 10-14 days old), 53.3% of babies in North Lanarkshire are being breastfed. Although rates remain positive at the 6-8-week review (35.6%), they fall to 14.7% at the 13-15-month review point, indicating ongoing challenges in sustaining breastfeeding over the longer term. Next steps 2.6 Since 2019, the Programme of Work has provided a dynamic framework for delivering The Plan for North Lanarkshire, stabilising strategic direction while allowing operational flexibility. Ongoing commitment from the Policy and Strategy Committee has enabled major achievements and helped drive transformation across North Lanarkshire. 2.7 Progress in transforming North Lanarkshire through the Programme of Work was highlighted by the Accounts Commission in the Best Value Controller of Audit report (December 2025). The report also confirmed that the council maintains effective and appropriate arrangements for financial management and sustainability, demonstrating Page 72 of 454
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resilience and holding a stronger reserves position than many other councils. In addition, an Internal Audit on financial sustainability, reported to the Audit and Scrutiny Panel in March 2026, provided substantial assurance regarding the council’s robust long-term financial planning. 2.8 However, the Accounts Commission (February 2026) has identified growing financial pressures across local government, with rising demand, increasing costs, and a widening budget gap as funding is expected to fall in real terms to 2028/29. Despite positive audit findings, the Commission (December 2025) recommended a strategic shift to secure long-term sustainability. The council has responded by incorporating these considerations into the mid-term review of the Programme of Work, first outlined to the Policy and Strategy Committee in March 2025. 2.9 The review identified a mix of immediate and long-term pressures that, while challenging, create opportunities to reshape services and deliver lasting improvements. This offers a solid basis to target the economic, social, health, and educational trends most resistant to change, helping ensure sustained and wide-reaching progress. • Financial pressures and funding uncertainties - although local government faces ongoing financial pressures from inflation, rising costs, and increasing demand, these challenges emphasise the importance of targeted investment and service innovation. This gives North Lanarkshire the opportunity to make clear decisions about resource use, supporting long-term financial sustainability, and directing investment where it will have the greatest impact. • Policy pressures - while ring-fenced national funding restricts local flexibility, the council can still reshape day-to-day service delivery. Strengthening the one-council integrated approach, streamlining processes, and aligning supports locally will help ensure services remain responsive to community needs within these policy constraints. • Rising demand for services is creating pressures across several areas: - Health and social care - an ageing population and more people living longer with complex conditions are increasing demand for intensive care. This reinforces the need to strengthen prevention, enhance community-based support, and modernise care pathways so people receive timely, effective help and can remain independent at home. - Education and additional support needs - with more pupils requiring support linked to neurodiversity, mental health, communication needs, and the impacts of poverty, there is increasing scope to further develop inclusive practices, expand early-help models, and enhance partnerships with families and specialised services. - Housing and homelessness - increasing numbers of households experiencing financial hardship alongside long waiting lists for affordable housing highlights growing pressures on the local housing system. Reassessing current and future needs will help ensure the right mix of housing and support to attract and retain residents as well as sustain and grow the local tax base. - Long-term population decline - reductions in the working-age population create financial, social, workforce, and policy pressures. At the same time, uneven demand across communities highlights opportunities to redesign services and adopt more flexible, targeted approaches that use resources more effectively and support long-term service sustainability. • Workforce challenges - while recruiting and retaining staff, particularly for specialist roles, remains difficult, these pressures also highlight the importance of developing new approaches to workforce planning, skills development, and career pathways. Developing more flexible and enabling workforce arrangements will be key to building a more resilient and adaptable workforce capable of meeting future Page 73 of 454
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demands. • The position of central and local government - governance, funding, and accountability arrangements are often shared or split across levels and not always fully aligned. While this can create complexity, it also reinforces the value of improving internal co-ordination, clarifying responsibilities, and streamlining processes. Strengthening these connections can support clearer decision-making, reduce administrative burdens, and accelerate progress on shared priorities. • Creating the capacity to shift focus - as national priorities broaden, the council has the opportunity to balance essential day-to-day delivery with the transformation needed to modernise systems and reduce routine, low-value activity. Better digital connectivity and appropriate use of AI can streamline processes and free up staff time. This will allow staff to focus more on supporting vulnerable individuals who would benefit most from personalised, preventative support. • Leading place-based regeneration - the council continues to lead place-based regeneration and improve local communities while reshaping delivery models to prioritise prevention and long-term outcomes. Enhanced digital infrastructure can support more proactive responses and better collaboration across services. Although day-to-day operational demands remain high, strengthening digital capability and prevention-focused approaches will help shift resources towards long-term improvement. 2.10 Within the context set out in this report in relation to the latest results for the 28 Health Check Indicators, and in relation to the wider local government context and pressures set out in paragraph 2.9, the council is finalising the next steps following the mid-term review of the Programme of Work. This will include a programme of Elected Member and stakeholder engagement over the spring of 2026, ahead of a follow-up report to Policy and Strategy Committee in June 2026. 2.11 Latest results for each of the 28 Health Check Indicators will continue to be monitored and reported to provide a consistent basis for assessing progress in short-term change while maintaining a focus on long-term outcomes. To support this, six-monthly interim updates will continue to be included within Programme of Work reporting to the Policy and Strategy Committee, alongside the annual report and cycle 1 deep dive each year. 3. Measures of success 3.1 Measures of success will be demonstrated through progress in delivering the Programme of Work and in ensuring that the council’s portfolio of programmes, projects, plans, and activities contributes positively to the North Lanarkshire context, (as reflected in the 28 Health Check Indicators) and to the achievement of inclusive growth and prosperity for all (as set out in The Plan for North Lanarkshire). 4. Supporting documentation 4.1 Appendix 1: 28 Health Check Indicators - summary of latest results and RAG status. Appendix 2: 28 Health Check Indicators - deep dive into the latest results and the North Lanarkshire context. Page 74 of 454
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Des Murray Chief Executive 5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☒ No ☐ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? The legal impact in this report is only in relation to supporting demonstration of the council’s compliance with the relevant legislation listed below. It does not introduce new legal duties or changes to the council’s statutory duty in this respect. • The Local Government Act 1992 established the role of the Statutory Direction to direct the “publication of information as to standards of performance”. • The Local Government in Scotland Act 2003 which introduced the duty of Best Value; this requires that councils “make arrangements to secure continuous improvement in performance”. 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Page 75 of 454
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Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Ensuring an evidence based approach to strategic planning, performance monitoring, and stakeholder reporting contributes towards mitigating the risks on the Corporate Risk Register for the governance, leadership, and decision making risk and the managing strategic change risk which was reframed to reflect the risk in relation to delivery of the approved programme of work. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 76 of 454
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68% improved over the period of The Plan for North Lanarkshire Gross weekly pay £775.10 + 42% £545.70 Benefits claimants 2.8% - 20% 3.5% Growth in GVA per head £30,394 + 43.4% £21,198 Employment in sustainable tourism 29% + 15.1% 25.2% Pupils gaining 5+ awards at level 6 39% +14.7% 34% Pupils gaining 5+ awards at level 6 (SIMD) 25% + 25% 20% Positive destinations 93.9% + 2.3% 91.8% School exclusion rate, all pupils 9.7 per 1,000 pupils - 72.4% 35.1 School exclusion rate, looked after 26.7 per 1,000 pupils - 91.6% 317.9 Key to diagram Indicator title latest results % change from baseline The Plan for North Lanarkshire baseline figure Household waste recycled 47.9% + 16.5% 41.1% Population estimates 344,540 +1.2% 340,310 Est housing by tenure 160,073 + 4.1% 153,837 Net migration 7.6 per 1,000 population + 228% 2.3 GVA per head sustainable tourism £13,469 - 13.9% £15,635 No formal qualifications 12.8% - 5.9% 13.6% Supported at home to live independently 67.7% - 10.2% 75.4% Supported at home to improve / maintain quality of life 67.7% - 10.4% 75.6% Carers supported to continue in caring role 28.5% - 14.2% 33.2% Economically active 77.1% - 1% 77.9% Neighbourhood rating as place to live (SIMD) 91.7% + 4% 88.2% Neighbourhood rating as a place to live - all 91.9% - 2.9% 94.6% Life expectancy at birth: male / female 75.2 / 78.9 - 0.1% / - 0.6% 75.3 / 79.4 Children with no concerns at 27-30 month review 81.8% + 1% 81% Businesses 3-year survival rate 53.4% - 9% 58.7% Change in recorded crime -0.6% -118.2% +3.3% Population projections -0.1% -200% + 0.1% Breastfeeding 35.6% +54.1% 23.1% Children in poverty 24.9% - 1.2% 25.2% 32% not improved over the period of The Plan for North Lanarkshire as at March 2026 The Plan for North Lanarkshire - 28 health check indicators Appendix 1 Page 77 of 454
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Appendix 2 Strategic Performance Framework: the North Lanarkshire context Latest results for the 28 Health Check Indicators as at March 2026 Page 78 of 454
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Contents c01: Population projections - % projected change in North Lanarkshire’s population in the future c02: Population - estimated number of residents in North Lanarkshire c03: Net migration - rate per 1,000 population c04: Housing - estimated housing by tenure c05: Recycling - % household waste collected during the year that is recycled c06: Crime - % change from the previous year in the number of crimes recorded c07: Rating of neighbourhood as a place to live (all neighbourhoods) - % good / very good ratings c08: Rating of neighbourhood as a place to live (20% most deprived neighbourhoods, as defined by the SIMD) - % good / very good ratings c09: Breastfeeding - % of babies breastfed at 6-8 week review c10: Child wellbeing - % of children reviewed at 27 to 30 months with no concerns recorded c11: Educational attainment - % of pupils achieving 5 or more awards at level 6 c12: Educational attainment - % of pupils living in 20% most deprived areas (as defined by the SIMD) achieving 5 or more awards at level 6 c13: Post school destinations - % of pupils entering positive post school destinations c14: School exclusion rate per 1,000 pupils - all children c15: School exclusion rate per 1,000 pupils - looked after children c16: Gross Value Added (GVA) - economic growth per head of population c17: Average gross weekly pay - for North Lanarkshire’s residents c18: Economically active - % of the working age population who are economically active c19: Businesses - % of the VAT / PAYE registered businesses that survive for at least three years c20: Benefits - % of the working age population claiming one or more of the key employment related benefits c21: Qualifications - % of the working age population that have no formal qualifications c22: Poverty - % of children living in poverty after housing costs c23: Life expectancy at birth - estimates c24: Rating of health and care experience - % of adults supported at home who agreed that they are supported to live as independently as possible c25: Rating of health and care experience - % of adults supported at home who agree their services and support had an impact on improving or maintaining their quality of life c26: Rating of health and care experience - % of carers who feel supported to continue in their caring role c27: Employment in sustainable tourism - as a % of employment across all six of the growth sectors c28: Gross Value Added (GVA) - growth per head in sustainable tourism employmentPage 79 of 454
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Population projections - % projected change in North Lanarkshire’s population in the future (c01) What this means • This measures the projected future size, age structure, and gender composition of the population for an area. • Population projections are based on the estimated population with past trends of fertility, mortality, and migration analysed to project future births, deaths, migration, and population. • Population projections are intended to provide information on possible changes in population size and structure for future years with calculations based on population estimates as at a point in time. Annual mid-year population estimates published by the National Records of Scotland should continue to be used to provide the most up to date / latest population count and structure as at the point it is published each year. • The most recent population projections at a local authority level were released by the National Records of Scotland in September 2025. These are 2022 based population projections which have been rebased to reflect the 2022 Census data. Why this matters • Measuring population projections is important because it provides an evidence-based understanding of how population size and structure may change over time. These scenario-based models help organisations anticipate future service needs by highlighting trends in births, deaths, migration, and shifts in age distribution. • This insight supports long-term planning by identifying emerging pressures and ensuring that policies, investments, and strategies remain aligned with expected demographic change. Latest performance Table 1: Projected number of people - by gender - and % change from 2022 to 2027, 2032, and 2047 population baseline projected number of people change 2022-27 2022-32 2022-47 2022 2027 2032 2047 number % number % number % all persons 340,920 342,297 342,387 349,419 +1,377 0.40% +1,447 0.42% -501 -0.15% females 175,186 175,932 176,137 175,072 +746 0.43% +951 0.54% -114 -0.07% males 165,734 166,365 166,230 165,347 +631 0.38% +496 0.30% -387 -0.23% Table 2: Projected number of people - and % change from 2027 to 2032 and from 2032 to 2047 change 2027-32 2032-47 number % number % all persons +70 0.02% -1,948 -0.57% females +205 0.12% -1,065 -0.60% males -135 -0.08% -883 -0.53% The National Records of Scotland (NRS) have produced a summary of the 2022 based population projections (published in September 2025). This includes: • Comparisons across all 32 local authorities in Scotland: https://www.nrscotland.gov.uk/publications/subnational-population-projections-2022-based/ • A profile for each local authority: https://www.nrscotland.gov.uk/statistics-and-data/council-area-profiles/north- lanarkshire/ Page 80 of 454
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Table 3: Projected number of people - by age group - and % change from 2022 to 2027, 2032, and 2047 population baseline projected number of people change 2022-27 2022-32 2022-47 2022 2027 2032 2047 number % number % number % Age group Children (0- 15) 60,081 56,116 53,107 51,957 -3,965 -6.6% -6,974 -11.6% -8,124 -13.5% Pre-school (0-4) 16,729 15,746 15,811 15,691 -983 -5.9% -918 -5.5% -1,038 -6.2% Primary school (5-11) 26,782 24,563 22,841 23,014 -2,219 -8.3% -3,941 -14.7% -3,768 -14.1% Secondary school (12- 15) 16,570 15,789 14,455 13,252 -781 -4.7% -2,115 -12.8% -3,318 -20.0% Working age (16-64) 219,473 218,979 214,252 207,336 -494 -0.2% -5,221 -2.4% -12,137 -5.5% 16-17 7,715 8,295 7,623 6,594 580 7.5% -92 -1.2% -1,121 -14.5% 18-29 47,879 48,320 47,859 40,204 441 0.9% -20 0.0% -7,675 -16.0% 30-44 66,326 66,828 68,158 67,996 502 0.8% 1,832 2.8% 1,670 2.5% 45-64 97,553 95,536 90,612 92,542 -2,017 -2.1% -6,941 -7.1% -5,011 -5.1% Pensionable (65+) 61,366 67,202 75,008 81,126 5,836 9.5% 13,642 22.2% 19,760 32.2% 65-74 35,073 38,352 43,044 36,918 3,279 9.3% 7,971 22.7% 1,845 5.3% 75-84 20,201 22,530 24,627 32,933 2,329 11.5% 4,426 21.9 % 12,732 63.0% 85+ 6,092 6,320 7,337 11,275 228 3.7% 1,245 20.4% 5,183 85.1% Total 340,920 342,297 342,367 340,419 1,377 0.4% 1,447 0.4% -501 -0.1% Table 4: Projected number of people - by age group - and % change from 2027 to 2032 and from 2032 to 2047 change Page 81 of 454
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2027-32 2032-47 number % number % Age group Children (0-15) -3,009 -5.4% -1,150 -2.2% Pre-school (0-4) 47 0.3% -120 -0.8% Primary school (5-11) -1,722 -7.0% 173 0.8% Secondary school (12-15) -1,334 -8.4% -1,203 -8.3% Working age (16-64) -4,727 -2.2% -6,916 -3.2% 16-17 -672 -8.1% -1,029 -13.5% 18-29 -461 -1.0% -7,655 -16.0% 30-44 1,330 2.0% -162 -0.2% 45-64 -4,924 -5.2% 1,930 2.1% Pensionable (65+) 7,806 11.6% 6,118 8.2% 65-74 4,692 12.2% -6,126 -14.2% 75-84 2,097 9.3% 8,306 33.7% 85+ 1,017 16.1% 3,938 53.7% Total 70 0.0% -1,948 -0.6% How North Lanarkshire has performed North Lanarkshire’s population is projected to decrease by an estimated 501 people in the 25 year projection period from 2022 to 2047. However, change over this time varies across the intervening years as can be seen from Figure 01a and Tables 1 and 2. Overall population • The population is expected to grow by an estimated +1,377 people from 2022 to 2027 and by an estimated +1,447 people from 2022 to 2032. Page 82 of 454
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• This growth is expected to hit a peak of 342,404 in 2035, an estimated increase of +1,484 people from 2022 to 2035. • From 2035 population projections show a year on year decline which signify an estimated reduction of -1,985 people overall from 2035 to 2047. • This culminates in gradual population growth of +0.44% from 2022 to 2035, followed by a small -0.58% population decline in North Lanarkshire from 2035 to 2047. It should be noted though that the reliability of projections decreases over time so the change from 2035 to 2047 is a more general indication of the future population. Age structure • Figure 01b and Tables 3 and 4 show the projected change over time in relation to the age structure of this population. This shows a declining population age 0 to 15 and also a declining population of working age, with the population age 65+ continuing to grow. • Figure 01c shows that the projected number of births is expected to decline over the years, with a corresponding increase in the number of deaths. As shown in Figure 01d, this means that the net change in the population will decrease over time. • Any population gains are therefore expected to come from an increase in net migration over the years. Impact of delivering The Plan for North Lanarkshire Population projections help organisations understand the scale and pace of population growth, allowing them to better anticipate rising demand for services and infrastructure. More accurate projections reveal where growth will place the greatest pressure on housing, healthcare, education, transport, and the labour market, enabling earlier and more targeted investment. By clarifying which areas are expanding fastest, projections ensure resources are allocated fairly and strategically, helping to prevent service pressures or shortages as demand increases. This supports better decision-making and enables sustainable, inclusive growth as areas plan ahead to accommodate a larger and more diverse population. Page 83 of 454
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Population - estimated number of residents in North Lanarkshire (c02) What this means • This measure shows the population of North Lanarkshire as at a defined point in time. • It is an estimate count as at 30th June each year of residents in an area. It captures the main components of population change from year to year in respect of births, deaths, and net migration as well as changes in the armed forces and prison population. • Following the publication of the 2022 Census results, and a national review of international and internal migration for Scotland, local authority and national population estimates were re- based from 2011 onwards to ensure a more accurate and up to date position moving forward. Why this matters • Measuring the population on an ongoing basis is important as it provides the evidence needed to understand changing demographic needs and plan services effectively. By grounding decisions in reliable and consistent data on how many people live in an area and what their characteristics are, population estimates help identify where demand is growing, and where targeted support is required. Latest performance Performance indicator 2017 2018 2019 2020 2021 2022 2023 2024 Estimated mid-year population - North Lanarkshire 340,310 340,350 341,570 341,400 341,280 340,920 342,780 344,540 Estimated mid-year population - Scotland 5.39m 5.39m 5.41m 5.41m 5.41m 5.45m 5.51m 5.55m The National Records of Scotland (NRS) have produced a summary of the findings from the 2024 mid-year estimates. This includes: • Comparisons across all 32 local authorities in Scotland: https://www.nrscotland.gov.uk/publications/mid-2024- population-estimates/# • A profile for each local authority: https://www.nrscotland.gov.uk/statistics-and-data/council-area-profiles/north- lanarkshire/ Page 84 of 454
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How North Lanarkshire has performed North Lanarkshire has the 4th highest population in 2024, out of all 32 council areas in Scotland. The latest estimated population of North Lanarkshire as at June 2024 is 344,540 (Figure 02a). This continues an increasing trend from the previous year. • The latest estimates for the population of North Lanarkshire (344,540) are an increase of 0.51% from 342,780 in 2023. Over the same period, the population of Scotland increased by 0.74% (Figure 02b). • Between 2001 and 2024, the population of North Lanarkshire has increased by 7.3%. This is the 19th highest percentage change out of the 32 local authority areas in Scotland. Over the same period, Scotland’s population rose by 9.5%. • Over the period of The Plan for North Lanarkshire the population has increased by 1.2%, compared to growth of 3% nationally. • In 2024, there were more females (51.3%) than males (48.7%) living in North Lanarkshire. There were also more females (51.4%) than males (48.6%) living in Scotland overall. The increasing trend in North Lanarkshire’s population from 2023 to 2024 mirrors the increase in the national average and 26 other local authority areas in Scotland. Only five local authority areas (i.e. Argyll and Bute, Angus, Dundee City, Western Isles, and Dumfries and Galloway) saw a population decrease over the same period. Impact of delivering The Plan for North Lanarkshire An increasing population can support growth by expanding the workforce, boosting economic activity, and increasing demand for goods and services, which can stimulate investment and create jobs. It also contributes to long-term prosperity by helping maintain a balanced demographic profile, ensuring there are enough working-aged people to sustain public services and support an ageing population. When well planned for, population growth enables services, infrastructure, and opportunities to develop in ways that benefit all communities. Page 85 of 454
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Net migration - rate per 1,000 population (c03) What this means • This measures the number of people coming into North Lanarkshire minus the number of people leaving. • Figures are published by the National Records of Scotland and relate to total net migration, i.e. the difference between immigration (people moving into a country or area to live, work, or study) and emigration (people moving out of a country or area to live somewhere else). This includes asylum seekers, refugees, and rounding adjustments. • Following the publication of the 2022 Census results, and a national review of international and internal migration for Scotland, local authority and national population estimates were re- based from 2011 onwards to ensure a more accurate and up to date position moving forward. Why this matters • Measuring net migration shows whether an area is attracting people for opportunities or losing them due to limited prospects. Positive net migration suggests people see opportunities in an area - such as jobs, safety, and quality of life - while negative net migration can highlight underlying challenges. • Monitoring migration trends also help identify key labour-market gaps. The statistics also highlight demand for housing, schools, health and social care, and transport. Understanding these patterns strengthens community cohesion by supporting effective integration and enabling proactive planning for services and support. Latest performance Performance indicator 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/232 2023/24 Net migration rate per 1,000 population - North Lanarkshire 2.3 1.5 3.9 1.8 2.5 2.1 8.2 7.6 Net migration rate per 1,000 population - Scotland 4.2 3.0 5.2 3.0 4.1 10.1 14.1 10.2 Comparative average for the group of similar councils* 2.6 0.8 2.9 0.4 2.6 7.7 12.2 8.2 * Based on the eight councils containing the most deprived areas in Scotland (according to the Scottish Index of Multiple Deprivation (SIMD), i.e. Dundee City, East Ayrshire, Glasgow City, Inverclyde, North Ayrshire, West Dunbartonshire, Western Isles, and North Lanarkshire). Page 86 of 454
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How North Lanarkshire has performed Net migration in North Lanarkshire has generally been positive in recent years, with more people moving into the area than moving out. This can be seen in Figure 03b in terms of the number of people migrating into the area. • Recent figures show a positive change with an increase of +8.2 per 1,000 population in 2023- 24 and +7.6 in 2023-24, which although a small decrease from the previous year it still shows significant growth in North Lanarkshire’s population in the year. • Over the period of The Plan for North Lanarkshire migration growth now sits at +7.6 per 1,000 population compared to the baseline of +2.3, an estimated increase over the period of around 10,000 people (Figure 03b). Figure 03a shows that historically the trend in North Lanarkshire has mirrored that of the national position (which currently sits at 10.2 per 1,000 population) - and also the comparative average for the group of similar councils (which currently sits at 8.2 per population) - albeit migration in North Lanarkshire has remained at a slightly lower growth rate than the national position. The National Records of Scotland (NRS) report that net migration was positive in all of Scotland’s 32 local authority areas over the latest year, with migration into Scotland - both international and from the rest of the UK - being heavily concentrated in urban areas, particularly Glasgow and Edinburgh. Impact of delivering The Plan for North Lanarkshire Improving net migration rates means more people, skills, and spending power are coming into an area. A growing population supports local businesses, fills labour shortages, and boosts productivity, while also increasing demand for housing, schools, transport and services - stimulating further job creation. Improving net migration helps stabilise areas experiencing demographic decline, protecting the sustainability of schools, health services, and local businesses. Attracting people of working age expands the tax base, enabling greater investment in infrastructure and community programmes. Page 87 of 454
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Housing - estimated housing by tenure (c04) What this means • This measures the estimated number of dwellings in North Lanarkshire by tenure (i.e. owner occupied, private rented, vacant or second home, housing association, and local authority). • Data is updated each year using information from Housing Statistics Annual Returns, stock figures from the Scottish Housing Regulator and National Records of Scotland dwelling counts, and the Scottish Household Survey. • Estimates for owner occupier and rented privately categories for 2020 are not directly comparable to previous years, due to the change in the methodology of the Scottish Household Survey in 2020 due to the pandemic. Why this matters • Measuring tenure patterns highlight where housing is affordable and secure - and where it is not - helping identify areas facing limited housing options so that investment and regeneration can be targeted where they will have the greatest impact. • It also shows whether people have genuine choice in the types of homes available to them, ensuring that different needs, life stages, and incomes can be supported. Latest performance Performance indicator 2017 2018 2019 2020 2021 2022 2023 estimated number of dwellings - North Lanarkshire 153,837 154,825 156,028 157,355 158,041 159,021 160,073 housing tenure - % owner occupied 56.6 59.6 59.9 59.4 57.9 61.7 60.0 housing tenure - % local authority 23.7 23.5 23.4 23.4 23.3 23.2 22.9 housing tenure - % privately rented 12.1 9.4 8.9 8.8 11.0 7.1 8.7 housing tenure - % housing associations 6.1 6.1 6.1 6.7 6.1 6.3 6.5 housing tenure - % vacant or second homes 1.4 1.4 1.7 1.8 1.7 1.7 2.0 How North Lanarkshire has performed Estimated number of dwellings Page 88 of 454
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• In terms of overall dwellings, there were an estimated 160,073 households in North Lanarkshire in 2023 - which is an increase of 4.1% over the period of The Plan for North Lanarkshire, compared to a 4.8% increase in Scotland overall. Housing tenure • Figures 04a shows dwellings in North Lanarkshire by tenure, with the largest proportion being owner occupied which has seen a 10.2% increase over the period of The Plan for North Lanarkshire (compared to an 8.2% increase in this tenure in Scotland overall). • Other significant changes of note in tenure in North Lanarkshire over the period of The Plan for North Lanarkshire are in housing association tenure (an increase of 10.6%), and private rented (a decrease of 25%) compared to an 8.9% increase in housing association tenure and 8.9% decrease in private rented in Scotland overall There is a time lag in this data at a local authority level, with the 2023 update published in May 2025 being the most up to date position available. Impact of delivering The Plan for North Lanarkshire Improving housing tenures increases affordability, security, quality, and choice, helping to create more stable, resilient, and prosperous communities. A better tenure balance reduces pressures associated with insecure or unaffordable housing, leading to improved health and wellbeing, stronger educational outcomes, and greater household stability. It also broadens the range of homes available, giving people real choice that matches their needs, life stage, and income. At a community level, a healthier mix of housing options reduces concentrations of deprivation and strengthens community cohesion. Economically, improved housing tenures support access to employment, increased disposable income (by reducing housing cost burdens), and helps attract investment into places that are seen as stable and vibrant. Page 89 of 454
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Recycling - % household waste collected during the year that is recycled (c05) What this means • This measures the proportion of household waste collected each year that is recycled. • Recycling figures are calculated according to Scotland’s national recycling rate methodology. Over the years there have been changes to the methodology in terms of what is counted as recycled, although these have been relatively minor and are not considered to have any significant bearing on the reported figures. • Data is submitted by all 32 Scottish local authorities to Scottish Environment Protection Agency (SEPA) using a web-based reporting tool. While the data presented here is the most up to date available as at the time of producing this report; figures are subject to change following SEPAs annual verification process. Why this matters • Measuring recycling can help to support a cleaner, stronger local economy. • Measuring recycling rates can help inform reductions in waste going to landfill, cut disposal costs, and free up resources that can be reinvested in local services. Latest performance Performance indicator 2016 2017 2018 2019 2020 2021 2022 2023 2024 Recycling - % of household waste collected that is recycled - North Lanarkshire 41.1 39.6 43.7 40.3 39.4 43.4 43.0 46.7 47.9 Recycling - % of household waste collected that is recycled - Scotland 45.1 45.6 44.7 44.9 42.1 43.0 43.3 43.5 44.3 Comparative average for the group of similar councils* 41.5 42.3 42.4 43.1 40.7 39.9 40.5 40.4 42.3 * Based on the eight councils that are the most densely populated areas in Scotland (based on the number of people per square mile, i.e. Aberdeen City, City of Edinburgh, Dundee City, Glasgow City, Falkirk, East Dunbartonshire, West Dunbartonshire, and North Lanarkshire). Page 90 of 454
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How North Lanarkshire has performed Latest results show that recycling rates in North Lanarkshire are now the highest over the recorded data with 47.9% of household waste collected during the year being recycled. • The latest results in Figure 05a (47.9%) show an increase on the previous year (46.7%). • Over the period of The Plan for North Lanarkshire recycling rates have increased from 41.1% to 47.9%. • This improvement is also reflected in Figure 05b and an almost 10% increase in the tonnage of waste recycled over the same period (from 66,207 to 72,401). This is over 6,000 tonnes which, for illustrative purposes, roughly equates to the same weight as 4,000 cars. The latest results for North Lanarkshire show a positive improving position that mirrors the trend in both the national average and the comparative average for the group of similar councils. Figure 05a shows that North Lanarkshire has now moved to performing better than the latest national average (44.3%) and the comparative average for the group of similar councils (42.3%). Impact of delivering The Plan for North Lanarkshire Recycling helps local communities look cleaner, tidier, and better cared for by reducing litter, overflowing bins, and fly-tipping. It helps to protect local environments, and build local pride and trust. People can see how their actions are helping their area improve and understand that progress is being shared across neighbourhoods. It also creates healthier places to live, making neighbourhoods more attractive for residents, visitors, and businesses. Improving recycling rates can support local jobs and businesses linked to waste management, recycling, repair, reuse, and the circular economy, helping money stay within the local economy and supporting the people who live there. Page 91 of 454
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Crime - % change from the previous year in the number of crimes recorded (c06) What this means • This measures the percentage change in the number of crimes recorded from one year to the next. • This includes all crime recorded in six categories - damage and reckless behaviour, crimes of dishonesty, crimes against society, sexual crimes, non-sexual crimes of violence, and coronavirus restrictions. • Statistics on recorded crimes provide a measure of volume of criminal activity which the police face. This does not reveal the incidence of all crime committed as not all crimes are reported to the police. Why this matters • Measuring changes in recorded crime matters because crime directly affects people’s ability to work, learn, run businesses, and feel safe in their neighbourhoods. Understanding these trends helps support vulnerable groups, target regeneration, and invest in preventative approaches that make places safer. • Monitoring crime rates also show which local interventions are driving real change. Whether it’s youth services, CCTV, improved lighting, or community safety partnerships, trends in recorded crime help identify what works and where investment has the greatest impact in communities. Latest performance Performance indicator 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 % change in the number of crimes recorded from previous year - North Lanarkshire 3.3 5.8 3.6 -2.9 -14.2 0.6 4.0 -0.6 % change in the number of crimes recorded from previous year - Scotland 2.0 0.5 -0.2 -1.9 -4.3 1.0 3.6 -0.2 Comparative average for the group of similar councils* 0.1 2.2 1.0 -0.2 -9.0 1.9 3.1 0.1 * Based on the eight councils containing the most deprived areas in Scotland (according to the Scottish Index of Multiple Deprivation (SIMD), i.e. Dundee City, East Ayrshire, Glasgow City, Inverclyde, North Ayrshire, West Dunbartonshire, Western Isles, and North Lanarkshire). Page 92 of 454
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How North Lanarkshire has performed Latest results show a decrease in recorded crime in North Lanarkshire (-0.6%) from the previous year. • The latest results (Figure 06a) show a decrease in the number of crimes recorded in North Lanarkshire from 2023/24 to 2024/25 of -0.6% (from 19,504 to 19,384). • This is an improvement from the position reported last year where there had been an increase of 4% recorded (from 18,751 to 19,504). • The latest results (-0.6%) show improvement from The Plan for North Lanarkshire the baseline (+3.3%) in terms of the change in recorded crime from the previous year. • Since The Plan for North Lanarkshire baseline recorded crime has dropped 5% overall from 7 212 7 716 8 089 5 839 5 315 5 790 6 596 6 097 4 546 5 076 5 457 6 058 4 887 4 751 4 657 4 950 3 888 3 892 3 610 3 323 3 310 3 188 2 956 2 781 4 119 4 286 4 469 4 202 4 050 4 056 4 357 4 617 660 638 752 827 909 966 938 939 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 igure 06c number of crimes in NL by category Sexual crimes Non-sexual crimes of violence Damage and reckless behaviour Crimes against society Crimes of dishonesty Page 93 of 454
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20,425 to 19,384 (Figure 06b), compared to a drop of 1.7% nationally and 1.4% for the group of similar councils. • Figure 6c provides a breakdown of the crimes recorded by category with crimes of dishonesty remaining at the highest level albeit showing reductions over the years. As there is only data for 2020 to 2022 for coronavirus restrictions, Figure 6c doesn’t show this category. The trend in recorded crime in North Lanarkshire is mirrored in the comparison with the national average, although numbers have decreased to a greater extent in North Lanarkshire over the period. The position in North Lanarkshire is also better than the comparative average for the group of similar councils which conversely experienced an increase of 0.1% from last year’s figures. The pandemic, and associated measures to limit social contact, had an impact on both the type and volume of crime recorded between March 2020 and the lifting of final legal restrictions in April 2022. Impact of delivering The Plan for North Lanarkshire When recorded crime decreases, communities feel safer and more confident visiting and using local spaces. This increased footfall supports small businesses and makes neighbourhoods more vibrant. Safer places become more attractive to live in, work in, and invest in - encouraging employers, developers, and new enterprises to choose the area. Lower crime helps sustain stable jobs, creates new economic opportunities, and builds a stronger sense of pride and belonging across all communities. Falling crime reduces pressure on public services, boosts community wellbeing, and increases the attractiveness of local areas for inward investment and jobs. Page 94 of 454
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Rating of neighbourhood as a place to live (c07 and c08) What this means • This measures how people who have responded to the national Scottish Household Survey rate their neighbourhood as a place to live. The survey responses include the following two measures: - Very good or fairly rating of neighbourhood as a place to live by all respondents. - Very good or fairly rating of neighbourhood as a place to live by respondents living in the most 20% deprived areas (as per the Scottish Index of Multiple Deprivation (SIMD)). • The Scottish Household Survey is an annual survey of adults living in households in Scotland, carried out since 1999. It aims to collect reliable and up-to-date information on a range of topics, through a random sample of around 10,000 people across Scotland. It is a voluntary and interviewer-led survey, usually carried out face-to-face in people’s homes Why this matters • Measuring how residents feel about their neighbourhood shows how people experience where they live and the surrounding environment. This offers valuable insight into the overall wellbeing, cohesion, and resilience of a community. • People’s perceptions are often one of the strongest indicators of whether a place is functioning well. How residents rate their neighbourhood captures key aspects of daily life, including safety, cleanliness, access to services, social connections, and overall satisfaction. • Comparing satisfaction between areas, for example, all respondents in North Lanarkshire compared to those living in the most 20% deprived areas helps identify where differences in the local environment exist and where improvements are working. Latest performance % of respondents who rated their neighbourhood very good or fairly good as a place to live - all respondents Performance indicator 2017 2018 2019 2022 2023 2024 % of respondents who rated their neighbourhood very good or fairly good as a place to live by all respondents - North Lanarkshire 94.6 90.3 91.8 94.2 92.7 91.9 % of respondents who rated their neighbourhood very good or fairly good as a place to live by all respondents - Scotland 95.0 94.6 94.2 94.9 94.7 93.9 Comparative average for the group of similar councils* 93.4 92.2 92.3 93.8 92.9 91.8 * Based on the eight councils containing the most deprived areas in Scotland (according to the Scottish Index of Multiple Deprivation (SIMD), i.e. Dundee City, East Ayrshire, Glasgow City, Inverclyde, North Ayrshire, West Dunbartonshire, Western Isles, and North Lanarkshire). Page 95 of 454
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% of respondents who rated their neighbourhood very good or fairly good as a place to live - respondents living in the 20% most deprived areas (as per the Scottish Index of Multiple Deprivation(SIMD)) Performance indicator 2017 2018 2019 2022 2023 2024 % of respondents who rated their neighbourhood very good or fairly good as a place to live by respondents living in the 20% most deprived areas - North Lanarkshire 88.2 82.3 88.7 90.1 88.2 91.7 % of respondents who rated their neighbourhood very good or fairly good as a place to live by respondents living in the 20% most deprived areas - Scotland 86.6 85.4 84.8 85.9 87.7 84.2 Comparative average for the group of similar councils* 87.5 84.0 83.7 87.7 87.4 84.8 * Based on the eight councils containing the most deprived areas in Scotland (according to the Scottish Index of Multiple Deprivation (SIMD), i.e. Dundee City, East Ayrshire, Glasgow City, Inverclyde, North Ayrshire, West Dunbartonshire, Western Isles, and North Lanarkshire). How North Lanarkshire has performed The Scottish Household Survey obtains its data from a small sample of the population - around 10,000 people across Scotland responded to the survey in 2024. An approximate 5% sample of responses were from residents living in North Lanarkshire. The latest results show that from the sample surveyed 91.9% of residents rate North Lanarkshire as a very good / fairly good place to live. The response from those living in the 20% most deprived areas shows a similar rating of 91.7%. % of respondents who rated their neighbourhood very good or fairly good as a place to live - all respondents • Residents’ perceptions of their neighbourhood in North Lanarkshire shows some fluctuation over the recorded data (Figure 07a). • While the latest results for North Lanarkshire show a slight decline from the previous year - from 92.7% to 91.9% - this decreasing trend is also reflected in the national average and the comparative average for the group of similar councils. • This indicator shows a decline immediately following the baseline of The Plan for North Lanarkshire, and while this has increased since, the latest results (91.9%) remain below the baseline (94.6%). % of respondents who rated their neighbourhood very good or fairly good as a place to live - respondents living in the 20% most deprived areas (as per the Scottish Index of Multiple Deprivation(SIMD)) • A small increase (from 88.2% who rated their neighbourhood as very good or fairly good to 91.7%) can be noted in ratings over the recorded data for neighbourhood as a place to live in the 20% most deprived areas (Figure 08a) compared to all neighbourhoods which experienced a slight decline (from 92.7% to 91.9%) over the same period. Page 96 of 454
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• Conversely the national picture shows a decrease from 87.7% to 84.2% over the same period. Over the recorded data, figures for the national average shows ratings generally to be the same or at a lower level than North Lanarkshire. • This indicator showed a decline immediately following the baseline of The Plan for North Lanarkshire but has now increased, with the latest results (91.7%) higher than the baseline (88.2%). The latest North Lanarkshire results show an improving picture in respect of the response from those living in the 20% most deprived areas (Figure 08a), while for all areas there remains little change (Figure 07a). Figure 08a shows that North Lanarkshire (91.7%) continues to perform better than the comparative average for the group of similar councils (84.8%). The methodology used for surveys undertaken during the pandemic significantly differed to previous years, and therefore the results for 2020 and 2021 are not included in this analysis as they are not directly comparable with other years. The national survey results report shows that overall, between 2018 and 2022 there were national-level improvements in neighbourhood connections following the pandemic - particularly in relation to an increase in trust and a sense belonging to a community. There were also improvements in relation to local people taking action to improve their neighbourhoods. However, the 2024 figures suggest that these improvements have not been sustained, with many measures now similar to their pre-pandemic levels. Impact of delivering The Plan for North Lanarkshire Improvements in public feedback reflects improvements in services, for example in terms of services becoming more accessible and responsive. If more residents - especially those who often face barriers - feel listened to and supported, confidence in local services grow. As trust builds, people are more likely to take part in community activities, share their views, and work with local organisations to solve problems. This helps improve day-to-day issues such as neighbourhood safety and enhancements to community spaces. When more people can get involved, contribute, and benefit from local opportunities, communities become stronger, more resilient, and better able to cope with challenges and any wider (and often uncontrollable) economical or environmental impacts on society. Page 97 of 454
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Breastfeeding - % of babies breastfed at 6-8 week review (c09) What this means • This measure shows the proportion of babies that are being breastfed at the 6-8 week review stage (this includes mixed feeding, which means receiving both breast and formula milk). • Data is collected at routine child health reviews at around 6 to 8 weeks of age and recorded on the Child Health Systems Programme (CHSP) pre-school system. • The number of children eligible for review is defined as the number of children who turned the appropriate age (i.e. 6 weeks for 6-8 week review) during the year of interest and who were active on the Scottish Immunisation and Recall System (SIRS). • As reviews also take place at 10-14 days old and 13-15 months, this analysis includes data for these periods to give added context relating to the short and longer-term position. Why this matters • Tracking this information helps assess whether babies in North Lanarkshire are getting the healthiest start in life. Breastfeeding provides optimal nutrition for infants and young children, supports their short and long-term health (including reducing the risk of infections), and offers important health benefits for mothers. • Current guidance recommends exclusive breastfeeding for the first six months of life, followed by continued breastfeeding alongside solid foods up to at least a child’s second birthday. Latest performance % of babies breastfed at 6-8 week review Performance indicator 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 % of babies breastfed at 6- 8 week review - North Lanarkshire 23.1 26.1 27.2 27.8 26.6 30.4 30.0 35.6 % of babies breastfed at 6- 8 week review - Scotland 41.7 43.2 43.9 45.2 45.7 46.8 49.0 51.2 Comparative average for the group of similar councils* not available 36.3 38.2 37.8 40.7 42.7 46.7 * Based on the eight councils containing the most deprived areas in Scotland (according to the Scottish Index of Multiple Deprivation (SIMD), i.e. Dundee City, East Ayrshire, Glasgow City, Inverclyde, North Ayrshire, West Dunbartonshire, Western Isles, and North Lanarkshire). % of babies breastfed at the first review (around 10-14 days old) Performance indicator 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 % of babies breastfed at the first review (around 10-14 days old) - North Lanarkshire 45.4 46.1 45.8 48.6 50.7 53.3 Page 98 of 454
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% of babies breastfed at the first review (around 10-14 days old) - Scotland 65.1 65.6 65.0 66.1 67.8 69.0 Comparative average for the group of similar councils* 56.1 57.1 55.7 58.6 61.0 63.1 * Based on the eight councils containing the most deprived areas in Scotland (according to the Scottish Index of Multiple Deprivation (SIMD), i.e. Dundee City, East Ayrshire, Glasgow City, Inverclyde, North Ayrshire, West Dunbartonshire, Western Isles, and North Lanarkshire). % of babies breastfed at 13-15 month review Performance indicator 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 % of babies breastfed at 13-15 month review - North Lanarkshire 13.7 14.2 15.5 14.5 15.9 14.7 % of babies breastfed at 13-15 month review - Scotland 20.4 20.9 21.6 21.1 21.4 21.5 Comparative average for the group of similar councils* 15.7 16.6 18.0 17.1 18.9 20.2 * Based on the eight councils containing the most deprived areas in Scotland (according to the Scottish Index of Multiple Deprivation (SIMD), i.e. Dundee City, East Ayrshire, Glasgow City, Inverclyde, North Ayrshire, West Dunbartonshire, Western Isles, and North Lanarkshire). How North Lanarkshire has performed After a flat trend in the previous year, the latest figures in Figure 09a show a significant increase, with 35.6% of babies breastfed at the 6-8-week review - up from the previous high of 30.4%. % of babies breastfed at 6-8 week review • Figure 09a shows that the improving trends for breastfeeding in North Lanarkshire have followed the level of improvement seen nationally. • This also shows that the latest figure of 35.6% is a significant improvement from The Plan for North Lanarkshire baseline of 23.1% in 2017/18 (this equates to 225 more babies). • This shows an improvement in babies in NL who are not breastfed at their 6-8 week review Page 99 of 454
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from 76.9% to 64.4% over the period of The Plan for North Lanarkshire. % of babies breastfed at the first review (around 10-14 days old) • Figure 09b shows that North Lanarkshire has experienced a small year on year improvement in the proportion of babies breastfed at the first review (around 10-14 days old), which follows the trend in the level of improvement seen nationally. • The latest figures show that 53.3% of babies in North Lanarkshire are breastfed at the first review (around 10-14 days old), compared to a national average of 69%. Other local authority comparisons are not available earlier than 2019/20 for this measure. % of babies breastfed at 13-15 month review • Figure 09c shows that North Lanarkshire had experienced a small year on year improvement in the proportion of babies breastfed at the 13-15 month review, which had been on a par with the level of improvement seen nationally. • However, the latest figures show that this had dipped slightly from 15.9% to 14.7% of babies in NL are breastfed at the 13-15 month review (compared to a national average of 21.5% which had remained relatively steady from the previous year). • This is in contrast to the comparative average for the group of similar councils where babies breastfed at the 13-15 month review had increased over the same period (from 18.9% to 20.2%). Other local authority comparisons are not available earlier than 2019/20 for this measure. North Lanarkshire’s figures for review at 10-14 days old and 6-8 weeks show a positive improving position that mirrors the trend in both the national average and the comparative average for the group of similar councils (Figures 09a and 09b). Latest results show that over half of all new babies in North Lanarkshire are breastfeed at the first review (around 10-14 days old), but the ability to sustain this can be shown to drop by time of the 6-8 week review and by the time of the 13-15 month review where the results show a decrease from the previous to the current year (15.9% to 14.7%). Figures 09a, 09b, and 09c show that North Lanarkshire is performing below the national average and the comparative averages for the group of similar councils, but is generally following the same trend. On average around 3,000 children in North Lanarkshire are eligible for a review at each of the three stages. Only Glasgow and Edinburgh have a higher number of eligible children to be reviewed. Impact of delivering The Plan for North Lanarkshire Improving breastfeeding rates means better health for babies and mothers. For babies, it means better nutrition, stronger immunity, and healthier development in the early months of life. Mothers also benefit, with reduced risks of certain cancers and improved wellbeing. Higher breastfeeding rates contribute to a healthier population overall and ease pressure on health services by reducing preventable illnesses. Together, these outcomes help create a place where families feel supported, children get the best start in life, and long-term health and resilience can be improved. Page 100 of 454
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Child wellbeing - % of children reviewed at 27-30 months with no concerns recorded (c10) What this means • This measures the proportion of all children receiving a 27-30 month review that had no concerns across all of the nine developmental domains (i.e. social, emotional, behavioural, attention, speech language and communication, gross motor skills (large body movements), fine motor skills (small muscle movements and hand-eye co-ordination), vision, and hearing. • During a child’s 27-30 month review, a health professional (normally a health visitor) assesses a child’s developmental status and records the outcome (e.g. no concern, concern newly suspected as a result of the review, or concern or disorder already known prior to the review) against each of the nine developmental domains. • All available records for children turning 27 months in the period are included in the assessment as long as a review takes place before a child turns 3 years. Why this matters • Measuring the proportion of children with no concerns at their 27-30 month review shows how well children are being supported at a critical developmental stage, as strong early progress provides the foundation for future learning, employment, and wellbeing. • The 27-30 month review captures a crucial stage in a child’s growth, including speech and language, social skills, physical development, and emotional wellbeing. Strong early development is linked to better educational outcomes, stronger family stability, and fairer life chances throughout childhood and beyond. Latest performance % of children reviewed at 27-30 months with no concerns recorded Performance indicator 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 % of children reviewed at 27- 30 months with no concerns recorded - North Lanarkshire 81.0 83.7 82.2 82.8 82.8 79.2 79.6 81.8 % of children reviewed at 27- 30 months with no concerns recorded - Scotland 82.4 84.6 85.5 85.7 85.1 82.2 82.1 83.3 Comparative average for the group of similar councils* 78.2 80.8 80.3 80.7 81.0 77.9 77.3 79.8 * Based on the eight councils containing the most deprived areas in Scotland (according to the Scottish Index of Multiple Deprivation (SIMD), i.e. Dundee City, East Ayrshire, Glasgow City, Inverclyde, North Ayrshire, West Dunbartonshire, Western Isles, and North Lanarkshire). Page 101 of 454
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% of children reviewed at 27-30 months with at least one concern recorded Performance indicator 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 % of children reviewed at 27- 30 months with at least one concern recorded - North Lanarkshire 19.0 16.3 17.8 17.2 17.2 20.8 20.4 18.2 % of children reviewed at 27- 30 months with at least one concern recorded - Scotland 17.6 15.4 14.5 14.3 14.9 17.8 17.9 16.7 Comparative average for the group of similar councils* 20.7 19.2 19.8 19.0 19.8 22.4 22.9 20.5 * Based on the eight councils containing the most deprived areas in Scotland (according to the Scottish Index of Multiple Deprivation (SIMD), i.e. Dundee City, East Ayrshire, Glasgow City, Inverclyde, North Ayrshire, West Dunbartonshire, Western Isles, and North Lanarkshire). How North Lanarkshire has performed Latest results show 81.8% of children in North Lanarkshire have no concerns in any developmental domain at their 27-30 month review. • The latest results for North Lanarkshire (81.8%) are an improvement from the previous year (79.6%) in terms of the number of children who have no concerns in any developmental domain (Figure 10a). • The trend in the proportion of children with no concerns in any domain remains less than the highest level recorded in 2017/18 (83.7%), but higher than The Plan for North Lanarkshire baseline of 81%. • Along with the improvement in the proportion of no concerns recorded, there is a corresponding decrease in the proportion where one or more concerns have been recorded which is a positive movement. • Figure 10b shows where one or more concerns have been recorded - this has decreased to 18.2% in the latest results from 20.4% the previous year. North Lanarkshire’s results for both indicators show a positive improving position that mirrors the trend in both the national average and the comparative average for the group of similar councils. Figure 10a and Figure 10b also show that North Lanarkshire is performing better than the comparative average for the group of similar councils (81.8% and 18.2% compared to 79.8% and 20.5% respectively). This indicator records the average number of concerns identified at case conferences / planning meetings of children who are on the child protection register. The pandemic led to changes in how reviews were delivered as well as the circumstances of daily life for many children in 2020/21 and 2021/22. As such, factors related to assessment, recording, and genuine changes in developmental issues may have impacted on the data for these years. Page 102 of 454
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Impact of delivering The Plan for North Lanarkshire Improvements in this indicator means that more children are developing well at the 27-30 months review point. It means they are more likely to start nursery and school ready to learn, giving them a stronger platform for good educational outcomes. This early readiness increases the likelihood of progressing into positive destinations such as training, employment, and productive adulthood, contributing to a more skilled and resilient future workforce. Strong early development also supports a families’ ability to participate in the local economy. When children are healthy, confident, and meeting developmental milestones, parents face fewer childcare challenges, fewer health appointments, and less stress. This reduces barriers to employment and training, enabling more parents - particularly mothers and carers - to enter or remain in work. Page 103 of 454
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Educational attainment - % of pupils achieving 5 or more awards at level 6 (c11 / c12) What this means • This indicator provides a measure of achievement for secondary school pupils (in the senior phase 4 to 6, typically 15 to 18 year olds) who appear on the pupil census for local authority schools. It represents the percentage of pupils gaining 5 or more awards at Scottish Credit and Qualifications Framework (SCQF) level 6. • A SCQF Level 6 is essentially a higher in the Scottish education system (however not all SCQF Level 6 qualifications are traditional Highers as the level represents the difficulty of the learning, not just the type of qualification. • Measuring attainment in this manner for all pupils - as well as for those living in the 20% most deprived areas (as per the Scottish Index of Multiple Deprivation (SIMD)) - provides one way to carry out a high level assessment of the attainment gap. Why this matters • Tracking this information provides a clear picture of how well education systems are performing and whether young people are developing the skills needed for employment and life. Because education is closely linked to employment, income, and health, and wellbeing, tracking attainment supports evidence-based decisions that improve both individual life chances and wider social and economic outcomes. • Educational attainment helps shape people’s opportunities in the labour market and the level at which they can participate. Higher levels of attainment typically open up access to a wider range of jobs and support better long-term outcomes, allowing individuals to progress based on their skills and efforts rather than their circumstances. Latest performance All pupils Performance indicator 2017 -18 2018 -19 2019 -20 2020 -21 2021 -22 2022 -23 2023 -24 2024 -25 % of pupils achieving 5 or more awards at level 6 - North Lanarkshire 34.0 34.0 39.0 39.0 36.0 35.0 36.0 39.0 % of pupils achieving 5 or more awards at level 6 - Scotland 36.0 36.0 40.0 42.0 39.0 38.0 39.0 41.0 Comparative average for the group of similar councils* 30.0 32.0 35.0 36.0 33.0 32.0 33.0 34.0 * Based on the eight councils containing the most deprived areas in Scotland (according to the Scottish Index of Multiple Deprivation (SIMD), i.e. Dundee City, East Ayrshire, Glasgow City, Inverclyde, North Ayrshire, West Dunbartonshire, Western Isles, and North Lanarkshire). Page 104 of 454
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Pupils living in the 20% most deprived areas (as per the Scottish Index of Multiple Deprivation (SIMD)). Performance indicator 2017 -18 2018 -19 2019 -20 2020 -21 2021 -22 2022 -23 2023 -24 2024 -25 % of pupils achieving 5 or more awards at level 6 - North Lanarkshire 20.0 22.0 24.0 24.0 22.0 23.0 22.0 25.0 % of pupils achieving 5 or more awards at level 6 - Scotland 18.0 19.0 22.0 24.0 22.0 22.0 23.0 24.0 Comparative average for the group of similar councils* 18.0 19.0 22.0 23.0 22.0 22.0 22.0 23.0 * Based on the eight councils containing the most deprived areas in Scotland (according to the Scottish Index of Multiple Deprivation (SIMD), i.e. Dundee City, East Ayrshire, Glasgow City, Inverclyde, North Ayrshire, West Dunbartonshire, Western Isles, and North Lanarkshire). How North Lanarkshire has performed Due to the pandemic, the time period covered by the data reflects four distinct approaches to assessment and certification of SQA attainment. This includes a longstanding use of exams and externally assessed coursework (pre-pandemic), the use of estimates as a basis for awards in 2020, an Alternative Certification model in 2021, and the return of formal exams in 2022 with adjustments in place to mitigate the ongoing effects of the pandemic. The different circumstances and awarding processes of 2019, 2020, 2021, and 2022 do not therefore allow for a wholly accurate comparison across the years and therefore this context needs to be taken into account when reviewing the data and trends for this indicator. All pupils • Latest results for educational attainment in North Lanarkshire (39%) show an increasing trend that is in line with the national average and the comparative average for the group of similar councils. • The latest results (39%) show an improvement from the previous year (36%) and The Plan for North Lanarkshire baseline (34%). North Lanarkshire’s latest results (39%) are lower than the national average (41%) but higher than the comparative average for the group of similar councils (34%). Pupils living in the 20% most deprived areas (as per the Scottish Index of Multiple Deprivation (SIMD)). • Latest results for educational attainment in North Lanarkshire (25%) show improvement from the previous year at a slightly greater rate than the national average and the comparative average for the group of similar councils. • The latest results (25%) show an improvement from the previous year (22%) and The Plan for North Lanarkshire baseline (20%). North Lanarkshire’s latest results (25%) are higher than the national average (24%) and the Page 105 of 454
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comparative average for the group of similar councils (23%). Gap in percentage points between C11 (all pupils) and C12 (pupils living in the 20% most deprived areas (as per the Scottish Index of Multiple Deprivation (SIMD)). Performance indicator 2017 -18 2018 -19 2019 -20 2020 -21 2021 -22 2022 -23 2023 -24 2024 -25 Gap in percentage points between C11 and C12 - North Lanarkshire 14 12 15 15 14 12 14 14 Gap in percentage points between C11 and C12 - Scotland 18 17 18 18 17 16 16 17 Comparative average for the group of similar councils* 12 13 13 12 11 10 10 10 Figures 11a and 12a show a difference in attainment at this level between those pupils living in the 20% most deprived areas, compared to the overall student population. • Between the overall figure (c11), and that for those living in the most deprived areas (c12), the gap in North Lanarkshire is smaller than it is nationally - there is a 14 percentage point difference in attainment in respect of 5 or more awards at level 6 or above in North Lanarkshire compared to a 17 percentage point gap nationally. The comparative average gap for the group of similar councils is lower at 10 percentage points. • Over the period of The Plan for North Lanarkshire the gap in North Lanarkshire has remained the same. However, care should be taken when interpreting this result as the approach to assessing attainment has changed over the years and this is only one high level way of assessing the attainment gap, there are a range of other measures used in the education sector specifically for this purpose. Impact of delivering The Plan for North Lanarkshire Educational attainment plays a central role in delivering inclusive growth and prosperity for all because it shapes people’s ability to participate fully in the economy and in society. Higher levels of education are strongly linked to better employment prospects, higher earnings, and greater job security. When more people gain relevant qualifications and skills, productivity increases, businesses can grow, and economic benefits are spread more widely rather than concentrated among a small group. Higher educational attainment can widen opportunities for people living in deprived areas. Reducing attainment gaps supports social mobility by improving access to further learning, training, and employment and helps break cycles of disadvantage. Over time, this helps reduce poverty, strengthens community resilience, and reduces demand pressures on services. Page 106 of 454
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Post school destinations - % of pupils entering positive post school destinations (c13) What this means • This measure counts school leavers from publicly funded mainstream schools and reports initial destinations approximately three months after the end of the school year. • Positive destinations include higher education, further education, employment, training, voluntary work, and personal skills development. Why this matters • Measuring positive post-school destinations is important because it shows whether young people are accessing meaningful education, training, or employment that leads to long-term opportunity. Tracking these measures also helps to target support to groups who may be at risk of being left behind. Latest performance Performance indicator 2016 -17 2017- 18 2018- 19 2019- 20 2020- 21 2021- 22 2022- 23 2023- 24 2024 -25 % of pupils entering positive post school destinations - North Lanarkshire 91.8 93.4 94.3 92.2 94.5 94.2 94.7 94.2 93.9 % of pupils entering positive post school destinations - Scotland 93.9 94.6 95.0 93.3 95.5 95.7 95.9 95.7 95.7 Comparative average for the group of similar councils* 93.8 93.7 95.0 92.5 94.5 95.3 96.2 95.6 94.6 * Based on the eight councils containing the most deprived areas in Scotland (according to the Scottish Index of Multiple Deprivation (SIMD), i.e. Dundee City, East Ayrshire, Glasgow City, Inverclyde, North Ayrshire, West Dunbartonshire, Western Isles, and North Lanarkshire). Page 107 of 454
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How North Lanarkshire has performed The latest results show that 93.9% of young people in North Lanarkshire (3,384 out of 3,605) achieved a position destination. • The lates results (93.9%) show a small decrease from the previous year when 94.2% (3,623 out of 3,848) achieved a position destination but show improvement from The Plan for North Lanarkshire baseline of 91.8% (Figure 13a). • The latest result of 93.9% equates to 3,623 leavers achieving a positive destination out of 3,384 meaning 221 leavers did not achieve a positive destination (Figure 13b). • Reviewing the % result for this indicator does not necessarily show the full position in terms of the number of leavers achieving a positive destination. A more meaningful result is the number of pupils not achieving a positive destination over the years. As shown in Figure 13b this showed considerable improvement immediately following The Plan for North Lanarkshire baseline (from 303 to 232) and has remained above 200 since. • Figure 13c shows the main destinations for leavers (higher education, further education, employment, and training) where the data reflects the change in numbers over the period of The Plan for North Lanarkshire. Figure 13c only reflects the four main positive destinations (i.e. higher education, further education, employment, training) so figures will not add up to the totals in Figure 13b. The trend in achieving positive post-school destinations in North Lanarkshire over the years has mirrored that of both the national position and the comparative average for the group of similar councils, although figures remain slightly lower. Impact of delivering The Plan for North Lanarkshire Improving positive destinations ensures more young people progress into education, training, or employment that builds their skills, confidence, and long-term prospects. Strong destination outcomes develop a skilled local workforce, reduce future unemployment, and raise earning potential - all of which strengthen the local economy. A more resilient workforce helps employers fill skills gaps and supports higher productivity, which in turn creates a stronger labour market and a broader, more sustainable tax base. Ultimately, improving post-school destinations ensures every young person can participate fully in the economy, enabling people and communities to thrive. Page 108 of 454
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School exclusion rate per 1,000 pupils - all children (indicator c14) / looked after children (c15) What this means • This measures the number of exclusion cases in terms of (a) both primary and secondary school pupils and (b) looked after children. • As pupils can be excluded more than once in a year, a single pupil may be counted more than once in the figures - for this reason this measures the number of cases of exclusion, not the number of pupils. • For looked after children, figures are for the local authority responsible for the looked after child as looked after children may attend school in a different local authority to the one that is responsible for them. • Data in respect of school exclusions is only published nationally every second year. Why this matters • Measuring this will show if interventions have reduced the number of children not in education. • Research shows that lower levels of attendance can negatively impact a young person's participation, attainment, and future opportunities. Missing even 10% of schooling over a year can significantly affect academic performance. Latest performance All children Performance indicator 2016-17 2018-19 2020-21 2022-23 2024-25 Rate of exclusion per 1,000 pupils - North Lanarkshire 35.1 35.0 15.3 11.6 9.7 Rate of exclusion per 1,000 pupils – Scotland 26.8 21.7 11.9 16.6 15.2 Comparative average for the group of similar councils* 29.3 21.0 13.7 17.9 17.1 * Based on the eight councils containing the most deprived areas in Scotland (according to the Scottish Index of Multiple Deprivation (SIMD), i.e. Dundee City, East Ayrshire, Glasgow City, Inverclyde, North Ayrshire, West Dunbartonshire, Western Isles, and North Lanarkshire). Looked after children Performance indicator 2016-17 2018-19 2020-21 2022-23 Exclusions case rate per 1,000 pupils who were looked after - North Lanarkshire 317.9 293.3 95.7 26.7 Exclusions case rate per 1,000 pupils who were looked after - Scotland 210.2 152.2 77.8 96.9 Page 109 of 454
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Comparative average for the group of similar councils* 218.2 122.5 111.3 100.2 * Based on the eight councils containing the most deprived areas in Scotland (according to the Scottish Index of Multiple Deprivation (SIMD), i.e. Dundee City, East Ayrshire, Glasgow City, Inverclyde, North Ayrshire, West Dunbartonshire, Western Isles, and North Lanarkshire). How North Lanarkshire has performed North Lanarkshire’s schools have seen a positive decrease in exclusion rates for both all children and looked after children over the period of the reported data. All children • The latest figures reflect the lowest rate for North Lanarkshire over the reported data (9.7 per 1,000 pupils) which is lower than both the national average (15.2) and comparative average for the group of similar councils (17.1). • Over the period of The Plan for North Lanarkshire overall exclusion rates have improved by 72% from 35.1 per 1,000 pupils to 9.7. • This is a significant improvement in North Lanarkshire compared to lower improvements over the same period in both the national average (43%) and the comparative average for the group of similar councils (42%). Looked after children • The latest figures reflect the lowest rate for North Lanarkshire over the reported data (26.7 per 1,000 pupils) which is lower than both the national average (96.9) and comparative average for the group of similar councils (100.2). • Over the period of The Plan for North Lanarkshire exclusion rates for looked after children have improved by 92% from 317.9 per 1,000 pupils to 26.7. • This is a significant improvement in North Lanarkshire compared to lower improvements over the same period in both the national average and the comparative average for the group of similar councils (both 54%). The trend in school exclusions in North Lanarkshire is mirrored in the comparison with the exclusion rates in the group of similar councils for both all children and looked after children. Although in both instances the trend in North Lanarkshire has improved from being above the national and comparative group averages to below the averages, a significant improvement. Impact of delivering The Plan for North Lanarkshire Good attendance fosters a strong sense of school connectedness, which is associated with better outcomes in attainment, wellbeing, and reduced involvement in offending behaviours. Regular attendance also serves as a protective factor for children experiencing adversity or trauma, supporting early intervention and positive development. Reducing the number of children excluded from school which will have a positive impact on a child’s participation, attainment, and future opportunities. Page 110 of 454
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Gross value added (GVA) - economic growth per head of population (c16) What this means • GVA (Gross Value Added) measures the value of goods and services an area produces - essentially, how much the local economy creates. Per head divides that total by the number of people living in the area. • GVA growth per head shows whether the economic output per person is rising or falling. • This measure uses the income approach which allocates income to the region in which the economic activity takes place. The data in this time series is rebased and recalculated each year at current basic prices when new results are produced. Why this matters • Measuring GVA growth per head is important because it shows whether economic output is increasing faster than the population, giving a clearer picture of how prosperity is changing for each person. Rising GVA per head indicates stronger productivity, higher earnings potential, and a more resilient local economy, while flat or falling GVA per head can signal that growth isn’t translating into improved living standards. • GVA is widely used as a core indicator of local economic performance because it reflects the value available to share between workers and businesses. Latest performance Performance indicator 2016 2017 2018 2019 2020 2021 2022 2023 GVA per head of population at current basic prices - North Lanarkshire £21,198 £22,712 £23,262 £24,291 £23,533 £25,260 £27,020 £30,394 GVA per head of population at current basic prices - Scotland £24,822 £25,970 £26,386 £27,319 £25,869 £27,722 £30,634 £33,419 * A comparative average for the group of similar councils is not possible for this measure as GVA is recorded by regional areas which means for some areas several local authorities have the same combined figure. This also means that local authority areas are combined on a geographical basis rather than based on deprivation or population density, so calculating an average of other areas does not provide a meaningful comparison in this instance. Page 111 of 454
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How North Lanarkshire has performed The latest results shows that GVA growth in North Lanarkshire remains positive suggesting the local economy continues to grow, and does so at a greater rate than the national average. • The latest results show a 12.5% increase in GVA per head in North Lanarkshire from 2022 to 2023 which is an improving trend following year on year growth of 7% recorded in the previous year (Figure 16b). The 12.5% growth in the latest results is the highest growth level over the recorded data. • Looking at the baseline for The Plan for North Lanarkshire, GVA per head of population at current prices shows that North Lanarkshire has seen a rise of 43.4% from £21,198 in 2016 to £30,394 in 2023 (Figure 16a), compared to an increase of 34.6% nationally over the same period. • The extent of growth in North Lanarkshire shows significant movement from a position of -3.1% during the pandemic to the latest results of +12.5% in three years (nationally this position moved from -5.3% to +9.1% over the same period). • Figure 16b displays the % change in economic growth from one year to the next - the historical trends for the last 10 years and beyond not only show positive movement (which has continued over the period of The Plan for North Lanarkshire), it also shows economic growth in North Lanarkshire has steadily remained in line with, or above, the national average. There is a time lag in the availability of these results with the most recent for 2023 being published in April 2025. However, the period covered by the most recent results clearly reflects the impact of the pandemic - with the dip in North Lanarkshire in 2020 (which mirrored the national position) followed by successive years of growth. Impact of delivering The Plan for North Lanarkshire Increasing GVA per head means that the economy is generating more value for each person, signalling rising productivity and higher potential incomes. This strengthens the local labour market, attracts investment, and supports better-quality jobs. As GVA per head adjusts for population size, higher GVA also shows that growth is translating into improved living standards rather than being diluted by demographic change. As output per person rises, the tax base grows, giving public services more capacity to invest in local priorities. Page 112 of 454
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Average gross weekly pay - for North Lanarkshire’s residents (c17) What this means • This measures the average earnings in pounds for employees living in the area who work full- time and are on adult rates of pay and whose pay was not affected by absence. • Earnings information collected relates to gross pay before tax, national insurance or other deductions, and excludes payments in kind. • The data for this indicator is derived from a national survey (the national Annual Survey of Hours and Earnings); it therefore represents a sample of the population relating to a pay period in April each year. They survey does not cover those who are self-employed. Why this matters • Measuring gross weekly pay for local residents is important because it shows whether people are earning enough to support a decent standard of living, including everyday costs like rent, food, transport, and childcare. It highlights whether local jobs are mainly low-paid or if residents are having to rely on overtime, multiple jobs, or in-work benefits to get by. • Understanding earnings levels also helps assess job quality, not just job quantity. It shows whether local employers are offering competitive pay, which influences whether people stay in an area or commute elsewhere for better-paid work. It also provides a clearer picture of whether economic growth is genuinely improving people’s lives. Latest performance Performance indicator 2018 2019 2020 2021 2022 2023 2024 2025 Gross weekly pay - North Lanarkshire £545.70 £567.20 £576.90 £592.70 £657.90 £711.00 £739.00 £775.10 Gross weekly pay - Scotland £562.70 £578.30 £595.00 £619.90 £641.30 £709.40 £740.10 £775.60 Comparative average for the group of similar councils* £549.70 £566.90 £592.50 £620.40 £635.70 £689.00 £721.50 £745.50 * Based on the eight councils containing the most deprived areas in Scotland (according to the Scottish Index of Multiple Deprivation (SIMD), i.e. Dundee City, East Ayrshire, Glasgow City, Inverclyde, North Ayrshire, West Dunbartonshire, Western Isles, and North Lanarkshire). Page 113 of 454
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How North Lanarkshire has performed Gross weekly pay for North Lanarkshire’s residents became higher than the average earnings nationally for the first time ever in 2022. Results each year show gross weekly pay has continued to increase positively year on year since. • The latest results for gross weekly pay in North Lanarkshire show this to be £775.10 (Figure 17a) - an increase of £36.10 from the previous year (Figure 17c), this is higher than the average increase of £35.50 nationally over the same period. • The Plan for North Lanarkshire baseline set in 2018 saw gross weekly earnings to be £545.70; at the time this was £17 lower than the national average of £562.70. Prior to this the widest gap in average earnings for North Lanarkshire compared to Scotland was £42 in 2009 before the gap reduced to its narrowest point in 2019 (£11.10) just before the pandemic. • Since 2018, this gap has seen year on year improvement and reached a point in 2022 where North Lanarkshire’s gross weekly wage was £16.60 higher than the national average. This position has remained steady, with year on year gross weekly pay increases in North Lanarkshire tracking the national average. • Figure 17b shows the difference between the average gross weekly pay in North Lanarkshire compared to Scotland, which has improved over the period of The Plan for North Lanarkshire from £17 lower to a 50p difference per week. • Figure 17c shows at the time of The Plan for North Lanarkshire baseline wages had increased by £19.90 from the previous year, the latest results show the increase from the previous year now £36.10. The trend in gross weekly pay in North Lanarkshire is mirrored in the comparison with the national average. The comparative average gross weekly pay for the group of similar councils (£745.50) is lower than North Lanarkshire, and has experienced a lower year on year increase (£24.00) compared to £36.10 in North Lanarkshire and £35.50 nationally. Page 114 of 454
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Impact of delivering The Plan for North Lanarkshire Improving gross weekly pay rates for residents increases household income and helps people meet their essential needs. When wages rise, residents typically have more stability, can plan ahead, and are better able to support the local economy by having more disposable income, boosting spending in local shops, services, and businesses. By reducing in-work poverty, better pay supports a higher quality of life for lower-income households. As earnings rise, so too does the local tax base, enabling greater investment in public services and community priorities. Overall, improving pay levels strengthens the resilience of the labour market and ensures that economic growth benefits more people and places. Page 115 of 454
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Economically active - % of the working age population who are economically active (c18) What this means • This measures the proportion of the working age population who are economically active. • A person's economic activity is derived from their activity last week; people who are economically active are those who are either in employment or unemployed (but actively looking for work, waiting to start a new job, or available to start a new job). • This data comes from the Annual Population Survey (APS), the largest regular household survey in the UK. It includes data from the Labour Force Survey, plus further sample boosts. • As the survey includes data from a sample, figures are therefore estimates which are subject to sampling variability. • Economically inactive people are those who are neither employed nor unemployed; they're not in paid work, but they're also not looking for a job or available to start work. A person might be economically inactive for a number of reasons, such as being retired, a student, or too ill to work. Why this matters • Measuring economic activity is important because it shows not just how fast the economy is growing, but who is benefiting from that growth. It helps identify barriers that limit participation, particularly for disadvantaged groups, and provides evidence to design policies that support wider access to jobs, skills, and opportunities. Latest performance Performance indicator September 2018 September 2019 September 2020 September 2021 September 2022 September 2023 September 2024 September 2025 % economically active - North Lanarkshire 77.9 77.5 75.7 71.4 68.8 75.0 74.0 77.1 % economically active - Scotland 77.6 77.8 76.7 76.1 77.2 77.9 76.4 77.3 Comparative average for the group of similar councils* 74.9 76.1 75.3 75.5 75.6 74.4 72.7 73.1 * Based on the eight councils containing the most deprived areas in Scotland (according to the Scottish Index of Multiple Deprivation (SIMD), i.e. Dundee City, East Ayrshire, Glasgow City, Inverclyde, North Ayrshire, West Dunbartonshire, Western Isles, and North Lanarkshire). Page 116 of 454
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How North Lanarkshire has performed Economically active • Figure 18a shows not only a period of relative stability over the 10 years prior to 2020, but also that the % of people economically active in NL exceeded the national average at times. This period included the 2018 baseline for The Plan for North Lanarkshire and shows that North Lanarkshire figures continued to follow the national average throughout 2019 and into early 2020. • In 2020 this indicator started to show a decline and remained unsteady before reaching its lowest point to date as at September 2022 (68.8%); the timing of this suggests figures were impacted by the pandemic. Small gains have been recorded periodically thereafter, with the most recent showing an increase for the last six consecutive quarters from 70.5% as at March 2024 to 77.1% as at September 2025. • In North Lanarkshire, this equates to around 173,600 people economically active (Figure 18b) with figures almost returning to the pre-pandemic level in 2019 (174,000). • The latest results (77.1%) are now only slightly below The Plan for North Lanarkshire baseline (77.9%). Figure 18a shows that the trend in North Lanarkshire did not follow that of the national average during and after the period of the pandemic, however the latest results show figures returning to a similar position with 77.1% economically active in North Lanarkshire compared to 77.3% in Scotland overall. Economically inactive Page 117 of 454
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• Figure 18c shows not only a period of relative stability over the 10 years prior to 2020, but also that the % of people economically inactive in North Lanarkshire was below the national average at times. This period included the 2018 baseline for The Plan for North Lanarkshire and shows that North Lanarkshire figures continued to follow the national average throughout 2019 and into early 2020. • In 2020 this indicator started to show an increase and remained unsteady before reaching its highest point to date as at September 2022 (31.2%); the timing of this suggesting figures were impacted by the pandemic. Small gains have been recorded periodically thereafter, with the most recent showing a decrease for the last six consecutive quarters from 29.5% as at March 2024 to 22.9% as at September 2025. • In North Lanarkshire, this equates to around 50,500 people economically active (Figure 18d) with figures almost returning to the pre-pandemic level in 2019 (48,700). • The latest results (22.9%) are now only slightly below The Plan for North Lanarkshire baseline (22.1%). Figure 18c shows that the trend in North Lanarkshire did not follow that of the national average during and after the period of the pandemic, however the latest results show figures returning to a similar position with 22.9% economically inactive in North Lanarkshire compared to 22.7% in Scotland overall. The latest results show consistent trends in the make up of those who are economically inactive, with the highest proportion remaining long-term sick (43%), students (21%), looking after family / home (16%), retired (10%), and other (10%). Since 2020, the lowest recorded level of economic inactivity due to long-term sick was in early 2020 (31.5%, around 17,400 people). This fluctuated over the following years, rising to a high of 51.1% at December 2024 before dropping the latest figure of 42.9% (around 21,700). Self-employed Page 118 of 454
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• Figure 18e shows that, prior to the pandemic, the number of people who were self-employed in North Lanarkshire as a proportion of the working age population was 7.8% in 2019. • Self-employed rates then experienced an almost continual downward trend to 3.7% as at December 2021. Since December 2021 figures have fluctuated over the years, reaching a high of 7.4% as at September 2024 which has dropped slightly to 6.8% as at September 2025. • These latest rates account for around 15,900 people as at September 2025. • The latest rates account for 17,500 people self-employed as at September 2024 - a significant increase that returns self-employment levels in North Lanarkshire to pre-pandemic figures. • As shown in Figure 18e, over the period of The Plan for North Lanarkshire self-employed rates have decreased slightly from 7.7% to 6.8% (from around 17,800 to 15,900), with significant fluctuations over that time. Figure 18e shows that self-employed trends in North Lanarkshire over the years have not wholly followed that of the national average, and the latest results (6.8%) while showing a small increase, are below the position for Scotland overall (7.7%). Impact of delivering The Plan for North Lanarkshire Increasing the number of people in work supports local economic growth by widening participation in the labour market, reducing poverty, and improving living standards. More people earning a stable income can better support themselves and their families, leading to improved financial security, health, and overall wellbeing. At a community level, higher employment strengthens the local economy through increased spending in local businesses, a broader tax base, and reduced demand for public services. Over time, this helps create more resilient places, with households better able to improve their circumstances (through income, education, occupation, and quality of life) and a more stable economic foundation. Page 119 of 454
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Businesses - % of the VAT / PAYE registered businesses that survive for at least three years (c19) What this means • This measures the number of VAT / PAYE registered businesses who have survived three years after being created. • Business sustainability data comes from the Businesses Demography 2024 publication (published in November 2025) and produced by the Office for National Statistics (ONS) using data from the Inter-Departmental Business Register (IDBR). The main administrative sources for the IDBR are VAT trader and PAYE employer information passed to the ONS by HM Revenue and Customs under the Value Added Tax Act 1994. For VAT traders and the Finance Act 1969 for PAYE employers, details of incorporated businesses are also passed to ONS by Companies House. • It is worth noting the time lag in measuring business sustainability over three years as this requires three years’ worth of data from when a business was established, e.g. for a business established in 2021, 2024 is the latest data available. Why this matters • Measuring business sustainability over three years is important because it shows how resilient local businesses are beyond their start-up phase. Higher survival rates mean more stable jobs, stronger local supply chains, and consistent contributions to the local economy. • Tracking this measure also highlights whether businesses - especially small and medium sized firms - are receiving the support they need to thrive. Latest performance Performance indicator 2016 2017 2018 2019 2020 2021 2022 2023 2024 % of the VAT / PAYE registered businesses that survive for at least three years - North Lanarkshire 58.7 57.6 53.3 55.5 50.9 58.1 54.1 51.5 53.4 % of the VAT / PAYE registered businesses that survive for at least three years - Scotland 62.1 60.4 55.6 56.5 55.9 59.0 57.4 56.0 57.6 Comparative average for the group of similar councils* 60.5 56.9 53.2 54.0 55.3 58.5 54.9 52.5 57.6 * Based on the 8 councils containing the most deprived areas in Scotland (according to the Scottish Index of Multiple Deprivation (SIMD), i.e. Dundee City, East Ayrshire, Glasgow City, Inverclyde, North Ayrshire, West Dunbartonshire, Western Isles, and North Lanarkshire). Page 120 of 454
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How North Lanarkshire has performed 3 year survival rates for businesses in North Lanarkshire shows a varying position over the years, with the latest results for 2024 (published in November 2025) showing that 53.4% of businesses registered in 2021 have survived for 3 years. • The latest results for North Lanarkshire of 53.4% (Figure 19a) are higher than the previous year 51.5%. • To review this in more context Figure 19b shows the shows the number of new VAT/PAYE businesses registered each year, this shows there were 1,170 businesses registered in 2024, the highest number for the last five years. • Over the period of The Plan for North Lanarkshire, 3-year business survival rates have decreased from 58.7% to 53.4%. • Figure 19a shows that trends in North Lanarkshire has followed the changes in the national position, although to a lesser extent. • The data shows that business survival rates in North Lanarkshire do reduce over time, for example based on 1,155 businesses registered in 2019, 94.8% survived for 1 year (i.e. to 2020), 74% for 2 years (i.e. to 2021), 54.1% for 3 years (i.e. to 2022), 42.4% for 4 years (i.e. 2023), and 35.5% for 5 years (i.e. to 2024, as published in November 2025). The national picture shows a similar picture with corresponding survival rates being 94.7% (1 year), 75.9% (2 years), 57.4% (3 years), 46.5% (4 years), and 39.3% (5 years). The trend in business survival rates in North Lanarkshire over the years does mirror the position both nationally and with the comparative average for the group of similar councils, although North Lanarkshire tracks slightly below. Impact of delivering The Plan for North Lanarkshire Improving business sustainability rates means more local businesses are surviving beyond their early years, creating stable jobs and reliable services that contribute consistently to the local economy. When businesses survive and grow, they spend more locally, support nearby suppliers and help keep local places and spaces active. This builds a stronger local economy that attracts further investment and gives residents more job and training opportunities. As businesses become more stable, they contribute more in taxes, helping fund local priorities. Overall, higher business survival rates lead to a healthier economy and ensure more people and communities benefit from local economic growth.s Page 121 of 454
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Benefits - % of the working age population claiming one or more of the key employment related benefits (c20) What this means • This measures claimant count which is the number of people claiming benefit principally for the reason of being unemployed. • This is measured by combining the number of people claiming Jobseeker's Allowance (JSA) and National Insurance credits with the number of people receiving Universal Credit principally for the reason of being unemployed. During the week in which the claim is made this measures claimants who declare that they are out of work, capable of, available for and actively seeking work. Why this matters • Measuring the number of working-aged people claiming benefits is important because it shows how many residents are unable to access or sustain work, and how well the local economy is supporting people into secure, sustainable employment. • High claimant numbers can signal practical issues such as a shortage of local jobs, health conditions, low skills, or barriers like childcare or transport. Tracking this helps identify where support is needed to help people move into, and stay in, work. Latest performance Performance indicator December 2018 December 2019 December 2020 December 2021 December 2022 December 2023 December 2024 December 2025 % of working age people claiming one or more of the key employment related benefits - North Lanarkshire 3.5 3.6 6.4 4.4 3.3 3.3 3.1 2.8 % of working age people claiming one or more of the key employment related benefits - Scotland 2.7 3.2 6.0 4.0 3.2 3.0 3.0 2.9 Comparative average for the group of similar councils* 3.9 4.3 7.0 5.0 3.9 3.7 3.6 3.4 * Based on the eight councils containing the most deprived areas in Scotland (according to the Scottish Index of Multiple Deprivation (SIMD), i.e. Dundee City, East Ayrshire, Glasgow City, Inverclyde, North Ayrshire, West Dunbartonshire, Western Isles, and North Lanarkshire). Page 122 of 454
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How North Lanarkshire has performed The proportion of working age residents claiming employment related benefits continues to fall, a trend first seen in 2020. At 2.8%, this is now the lowest point in the last eight years and lower than the national average (2.9%). • In the years prior to The Plan for North Lanarkshire baseline of 3.5% in December 2018, claimant count for North Lanarkshire had remained relatively low, increasing only to 3.7% in March 2020. April 2020 figures clearly showed the immediate impact of the pandemic with a rise to 6.1% in North Lanarkshire compared to 5.5% nationally. At this time, figures continued to increase to a high of 7.2% in August 2020 which was in line with trends nationally. • After August 2020 figures started on a relatively downward trend (albeit more gradual towards the end of 2022 and into 2023), with figures as at December 2023 showing 3.3% of the working age people now claiming one or more of the key benefits in North Lanarkshire, compared to a national average of 3%. • This improvement has continued over the last two years with figures as at December 2024 showing 3.1% and as at December 2025 showing 2.8% (Figure 20a). • The latest claimant count rate for North Lanarkshire (2.8%) is now lower than The Plan for North Lanarkshire baseline of 3.5%, with the number of people now claiming one or more of the key benefits 6,170 compared to the baseline of 7,675 (Figure 20b). • The figure as at December 2025 of 6,170 people claiming work related benefits in North Lanarkshire has decreased over the last year from 6,935 as at December 2024 and is the lowest figure recorded since mid-2018. The trend in North Lanarkshire over the years mirrors that of the national average. The comparative average for the group of similar councils also shows a similar trend over the years, albeit this shows an average of 3.4% of working age residents claiming employment related benefits, which is higher than North Lanarkshire. Impact of delivering The Plan for North Lanarkshire Reducing the number of working-aged people who rely on employment-related benefits means more residents are moving into, and sustaining, work. This strengthens the local workforce, increases household income, and boosts spending in the local economy, helping businesses grow and creating further job opportunities. It also reduces pressure on public services and allows more resources to be directed towards community priorities. Most importantly, when people facing barriers are supported into good-quality jobs, more residents can participate fully in the local economy. Overall, this leads to a more resilient labour market and stronger communities. Page 123 of 454
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Qualifications - % of the working age population that have no formal qualifications (c21) What this means • This indicator measures the proportion of the working age population with no formal qualifications, using data from the national Annual Population Survey (APS), which provided high-quality, large-sample data for local area analysis on employment, education, and health at local levels. • **The Office for National Statistics (ONS) has recently identified issues with how the APS is operating. While the survey remains reliable for national and broad regional estimates, the quality of data for smaller population groups - such as individual local authorities - is considered less robust. In addition, the weighting method used for the APS has not been updated in line with the Labour Force Survey, meaning it is less representative of the current population. As a result, these figures are classed as statistics in development, and should be used with caution. Work is ongoing within the council to monitor national developments and determine whether this indicator can continue to be reliably reported, or whether a suitable alternative measure will be needed. Why this matters • Measuring how many residents have no formal qualifications is important because it highlights where people may face barriers to getting secure, well-paid work and where it restricts their ability to access current or developing employment opportunities. • It helps identify skills gaps in the local workforce and shows where education, training, or employability support is most needed. Tracking this over time also indicates whether local programmes are helping people gain skills and access better job opportunities. Latest performance Performance indicator 2017 2018 2019 2020 2021 2022 2023 2024 % of the working age population that have no formal qualifications - North Lanarkshire 13.6 15.4 15.1 12.8 18.6 14.4 14.3 12.8 % of the working age population that have no formal qualifications - Scotland 8.7 9.7 9.8 8.1 7.7 8.0 8.2 8.2 * A comparative average for the group of similar councils is not possible for the historical data for this has been removed from the source website. Page 124 of 454
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How North Lanarkshire has performed Data sourced from the Annual Population Survey (to be considered in line with the aforementioned caveat**) Figure 21a shows a general downward trend over the years which shows ongoing improvement in terms of the proportion of North Lanarkshire’s working age population that have no formal qualifications. • Latest results in 2024 show a decrease to 12.8% from 14.3% in the previous year. This is an improvement from The Plan for North Lanarkshire baseline of 13.6%. • The latest results show there are around 26,800 of North Lanarkshire’s population with no formal qualifications (Figure 21b) - a decrease from The Plan’s baseline of 29,600. Data sourced from the Census • Given the aforementioned caveat** regarding the data for this measure, some additional context can be provided through the recent Census results for which data has been captured in respect of the percentage of the population with the highest level of qualifications, although it should be noted that Census data is only available every 10 years, and it reflects a moment in time. • Figure 21c shows the proportion of North Lanarkshire’s population with no formal qualifications as at the 2022 Census was 21.0% - a decrease from 33% in 2011 and 39.9% in 2001. Page 125 of 454
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Impact of delivering The Plan for North Lanarkshire Improving the number of people who achieve formal qualifications has a wide range of positive impacts for individuals, employers, and the local economy. When more residents gain qualifications, they have better access to secure, higher-paid jobs and are more likely to progress in work rather than remain in low-paid or unstable employment. This strengthens financial stability for households, reduces the risk of poverty, and helps people manage rising living costs. A more qualified workforce also makes the area more attractive to employers, supports business growth, and helps fill skills gaps in key sectors. This can lead to new job opportunities, higher productivity, and stronger local competitiveness. Higher skills levels are linked with better health, improved confidence, and increased participation in the community, all of which contribute to stronger, more resilient neighbourhoods. Page 126 of 454
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Poverty - % of children living in poverty after housing costs (c22) What this means • This indicator shows the percentage of children who are in households with incomes - after housing costs are removed - that are below 60% of the average (using the median). • This data is obtained from the End Child Poverty publication which uses data from Scottish Government: Children in Low-income Families: Local area statistics and the mid-year Population Estimates published by the National Records of Scotland (NRS). • The data uses the Department for Work and Pensions (DWP) / HM Revenue and Customs (HMRC) local indicators combined with information about housing costs at a local level to estimate poverty rates after housing costs. Why this matters • This measure uses an indication of how much money families have left after housing costs, as these costs vary hugely, so they change the real level of disposable income. This gives an indication of what is left for food, clothing, heating, transport, and social activities and, by doing so and by using the 60% threshold and population estimates by age, provides an indication of the proportion of children living in poverty. • A household income below 60% of the median is considered the poverty level in the UK and many other nations because it serves as an international, relative standard for measuring who is excluded from the minimum, acceptable standard of living in modern society. • The 60% threshold is designed to capture relative poverty, which tracks how low-income households are doing compared to the rest of the population, rather than simply measuring who can afford basic survival (absolute poverty). Latest performance Performance indicator 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 % of children living in poverty (after housing costs) - North Lanarkshire 25.2 26.3 25.5 26.5 23.2 26.6 26.9 24.9 % of children living in poverty (after housing costs) - Scotland 20.6 20.7 20.2 21.7 19.8 21.6 21.8 20.7 Comparative average for the group of similar councils* 25.2 26.0 25.6 26.5 22.8 26.7 27.2 25.3 * Based on the eight councils containing the most deprived areas in Scotland (according to the Scottish Index of Multiple Deprivation (SIMD), i.e. Dundee City, East Ayrshire, Glasgow City, Inverclyde, North Ayrshire, West Dunbartonshire, Western Isles, and North Lanarkshire). Page 127 of 454
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How North Lanarkshire has performed With the vision of inclusive growth and prosperity for all in The Plan for North Lanarkshire, this indicator is of particular relevance to ensure that all of North Lanarkshire’s children get the best start in life. The latest results show that 24.9% of children are living in poverty (after housing costs) in North Lanarkshire, while this is an improvement from the previous year it’s still reflects approximately one in four children. • Significant improvements were noted in the proportion of children in poverty over the initial period of The Plan for North Lanarkshire - from a baseline of 25.2% to 23.2% in 2020/21 (Figure 22a). • After 2020, figures increased to 26.6% and then to 26.9%. This trend was experienced nationally across all of Scotland with rates having been impacted by the pandemic and subsequent increased living costs. • The latest results show a reversal nationally and locally with improvement recorded in terms of the proportion of children in poverty. This includes improvement in North Lanarkshire where rates have dropped from 26.6% to 24.9% which is lower than The Plan for North Lanarkshire baseline (25.2%). Factors such as economic growth and investment in social policies and initiatives are considered to have contributed to the recent positive change in this respect. While the latest results for North Lanarkshire (24.9%) show improvement from the previous year and are lower than the comparative average for the group of similar councils (25.3%), figures remain above the national average of 20.7% which reflect approximately one in five children. % of children living in poverty (after housing costs) - North Lanarkshire 25.2 26.3 25.5 26.5 23.2 26.6 26.9 24.9 % of children living in poverty (after housing costs) - Scotland 20.6 20.7 20.2 21.7 19.8 21.6 21.8 20.7 Comparative average for the group of similar councils* 25.2 26.0 25.6 26.5 22.8 26.7 27.2 25.3 The data in Figure 22a, which looks at poverty levels after housing costs, is not available at a level below North Lanarkshire. Impact of delivering The Plan for North Lanarkshire Reducing the proportion of children living in poverty delivers wide-ranging benefits - it improves early health and reduces risks such as infant mortality, nutritional anaemia, and emergency hospital admissions by ensuring families can afford the essentials that support healthy development. Because poverty is strongly linked to poorer mental health, developmental delays, and chronic illness across the life course, reducing child poverty strengthens children’s emotional wellbeing and long-term health, while also boosting educational readiness and future economic prospects through increased family income. Reducing the proportion of children living in poverty also reduces pressure on public services by lowering the number of children entering care and decreasing the health-related demand that stems from deprivation. Page 128 of 454
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Life expectancy at birth - estimates (c23) What this means • This measure represents the average number of years that a person - from being a newborn baby - is expected to live if they experience the area’s age-specific mortality rates for the given time period. It reflects mortality among people living in the area, rather than those born there. Why this matters • Tracking this information enables an assessment of whether life expectancy outcomes for residents have improved over the lifetime of delivering The Plan for North Lanarkshire. • Investment in a wide range of early intervention and prevention activities, alongside the creation of healthy environments and the provision of personalised supports, helps influence the social, environmental, and behavioural factors that shape long-term health outcomes for residents. • Longer, healthier lives enable people to participate in education, work, and community life for longer, boosting productivity and economic contribution across the life span. When life expectancy is high and equitably distributed, it signals access to quality healthcare, decent living conditions, and social wellbeing. Latest performance Males at birth Performance indicator 2015 -17 2016 -18 2017 -19 2018 -20 2019 -21 2020 -22 2021 -23 2022 -24 Average life expectancy at birth for males - North Lanarkshire 75.3 75.3 75.2 74.5 74.2 74.5 74.9 75.2 Average life expectancy at birth for males - Scotland 77.0 77.1 77.2 76.8 76.6 76.5 76.8 77.2 Comparative average for the group of similar councils* 75.3 75.4 75.4 75.0 74.6 74.6 74.9 75.4 * Based on the eight councils containing the most deprived areas in Scotland (according to the Scottish Index of Multiple Deprivation (SIMD), i.e. Dundee City, East Ayrshire, Glasgow City, Inverclyde, North Ayrshire, West Dunbartonshire, Western Isles, and North Lanarkshire). Females at birth Performance indicator 2015 -17 2016 -18 2017 -19 2018 -20 2019 -21 2020 -22 2021 -23 2022 -24 Average life expectancy at birth for females - North Lanarkshire 79.4 79.6 79.6 79.2 78.7 78.6 78.7 78.9 Average life expectancy at birth for females - Scotland 81.1 81.1 81.1 80.9 80.8 80.7 80.8 81.1 Page 129 of 454
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Comparative average for the group of similar councils* 79.9 79.9 79.9 79.6 79.3 79.1 79.3 79.5 * Based on the eight councils containing the most deprived areas in Scotland (according to the Scottish Index of Multiple Deprivation (SIMD), i.e. Dundee City, East Ayrshire, Glasgow City, Inverclyde, North Ayrshire, West Dunbartonshire, Western Isles, and North Lanarkshire). How North Lanarkshire has performed Latest life expectancy estimates in North Lanarkshire show from a newborn age males are expected to life to an average of 75.2 years and females an average of 78.9 years. For males at birth - this is an increase in life expectancy to 75.2 years following lower figures from 2018-20 to 2020-22 (which was at the time of the pandemic). • The latest figures show that life expectancy for males at birth is now closer to the baseline position of 75.3 years when The Plan for North Lanarkshire was established. • Figures for Scotland overall show a similar increasing trend recently and life expectancy is now an average of 77.2 nationally for males at birth. For females at birth - this is an increase in life expectancy to 78.9 years following slightly lower figures from 2018-20 to 2020-22 (which was at the time of the pandemic). • The latest figures show that life expectancy for females at birth has now almost returned to the baseline position of 79.4 years when The Plan for North Lanarkshire was established. • Figures for Scotland overall show a similar increasing trend recently and life expectancy is now an average of 81.1 nationally for females at birth. The trend in life expectancy in North Lanarkshire is mirrored in the comparison with the average life expectancy in the group of similar councils. Although the latest position for North Lanarkshire is slightly lower than this average by a few months. It should be noted that the calculations for life expectancy includes death registrations which would have been impacted by the pandemic. It is expected that the latest figures for 2022-24 are currently still being impacted in this respect, however national context reports state that it is possible life expectancy will return to an improving trend in the future. Impact of delivering The Plan for North Lanarkshire Life expectancy can be positively influenced by a wide range of factors, including: • Health behaviours - diet, physical activity, smoking, alcohol and drug use, and obesity all influence overall mortality risk. • Health care - access to quality primary and acute care, early diagnosis, emergency response, and effective treatment reduce premature death. • Biological and genetic factors - inherited diseases, family history, and gender differences affect mortality rates. • Social conditions - income, employment security, education, housing, and exposure to harm affect the risk of early death. Page 130 of 454
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• Local environment - air quality, pollution, and workplace safety risk of chronic illness or death. • Mental health and wellbeing - access to support services, risk of suicide, stress, and long-term conditions impact mortality. Healthy life expectancy at birth What this means • This measure represents the average number of years that a person - from being a newborn baby - is expected to live in a state of self-assessed good or very good health, based on the current mortality rates of the area and prevalence of good or very good health. • These figures are estimates of healthy life expectancy which are based on how people rate their own health in the UK wide Annual Population Survey (APS). Why this matters • Tracking this information adds a quality-of-life dimension to estimates of life expectancy. Considering healthy life expectancy alongside life expectancy brings in aspects around health and care and the importance of active and healthy lifestyles. • Acting early reduces the accumulation of risk factors, prevents avoidable illness, delays the onset of long-term conditions, and enables people to live independently for longer. Creating healthy environments makes healthier choices easier for everyone, while personalised support helps those with complex needs maintain independence and wellbeing. Together, these approaches improve quality of life, reduce avoidable and limiting illnesses and premature death, and contribute to life expectancy - meaning more of North Lanarkshire’s residents remain healthy for longer. Latest performance Males at birth Performance indicator 2015 -17 2016 -18 2017 -19 2018 -20 2019 -21 2020 -22 2021 -23 Average healthy life expectancy at birth for males - North Lanarkshire 58.9 58.1 58.1 56.5 55.5 55.1 53.2 Average healthy life expectancy at birth for males - Scotland 62.2 61.8 61.5 61.1 60.5 60.1 59.6 Comparative average for the group of similar councils* 59.3 59.0 58.8 58.1 57.3 56.9 55.9 * Based on the eight councils containing the most deprived areas in Scotland (according to the Scottish Index of Multiple Deprivation (SIMD), i.e. Dundee City, East Ayrshire, Glasgow City, Inverclyde, North Ayrshire, West Dunbartonshire, Western Isles, and North Lanarkshire). Page 131 of 454
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Females at birth Performance indicator 2015 -17 2016 -18 2017 -19 2018 -20 2019 -21 2020 -22 2021 -23 Average healthy life expectancy at birth for females - North Lanarkshire 59.2 58.5 58.8 57.1 55.8 54.6 52.5 Average healthy life expectancy at birth for females - Scotland 62.8 62.4 62.2 62.2 61.5 60.5 60.0 Comparative average for the group of similar councils* 59.9 59.5 59.6 59.1 58.3 57.0 56.0 * Based on the eight councils containing the most deprived areas in Scotland (according to the Scottish Index of Multiple Deprivation (SIMD), i.e. Dundee City, East Ayrshire, Glasgow City, Inverclyde, North Ayrshire, West Dunbartonshire, Western Isles, and North Lanarkshire). How North Lanarkshire has performed Latest healthy life expectancy estimates in North Lanarkshire show from a newborn age males are expected to life in a state of self-assessed good or very good health to an average of 53.2 years and females an average of 52.5 years. For males at birth - this is a decrease in healthy life expectancy to 53.2 years that has followed the same trend in recent years. • Figures for Scotland overall show a similar decreasing trend albeit to a lesser extent, with healthy life expectancy showing an average of 59.6 for males across Scotland. For females at birth - this is a decrease in healthy life expectancy to 52.5 years that has followed the same trend in recent years albeit with a slightly greater dip in the recent figures compared to males. • Figures for Scotland overall show a similar decreasing trend albeit to a lesser extent, with healthy life expectancy showing an average of 60.0 for females across Scotland. The trend in healthy life expectancy in North Lanarkshire is mirrored in the comparison with the average life expectancy in the group of similar councils. Although the latest position for North Lanarkshire is lower than this average for both males and females. Impact of delivering The Plan for North Lanarkshire Healthy life expectancy can be positively influenced by a wide range of factors, including: • Health behaviours - balanced diet, regular activity, reduced smoking/alcohol/drug use, and effective weight management help maintain good health for longer. • Health care - preventive and primary care services, routine screening, and timely treatment help avoid illness, disability, or long-term conditions. • Biological and genetic factors - genetics influence susceptibility to long-term conditions and Page 132 of 454
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overall health status over the life course. • Social conditions - secure income, quality employment, regular education, safe housing, strong social networks, and reduced exposure to trauma support long-term good health. • Local environment - clean air, access to green space, and environments that promote active living support prolonged good health. • Mental health and wellbeing - positive mental health, low stress, social connections, and access to supports help maintain quality of life and functional ability across the life course. Page 133 of 454
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Rating of health and care experiences in terms of independent living, quality of life, and carers support (c24, c25, c26) What this means • This measures how people who have responded to the national Health and Care Experience survey rated their health and care experience in terms of independent living, quality of life, and carers support. The survey responses include the following three measures: - Independent living - % of adults supported at home who agreed they are supported to live as independently as possible. - Quality of life - % of adults supported at home who agree their services and support had an impact on improving or maintaining their quality of life. - Carers - total combined % of carers who feel supported to continue in their caring role. • The Health and Care Experience survey is undertaken every two years. It asks about people's experiences (during the previous 12 months) of accessing and using their GP practice and other local healthcare services, as well as receiving care, support, and help with everyday living, and caring responsibilities. • The figures used in this analysis are based on a subset of the survey which includes only those respondents whose care was funded by a council or health board. This may differ from figures included in the national report, which includes all respondents regardless of how their care is funded. Why this matters Measuring these indicators shows how effectively local services are supporting people’s everyday wellbeing, future resilience, and longer-term life chances. • Measuring rates of independent living provides evidence on whether support enables people with health or care needs to manage at home and retain autonomy. This helps reveal strengths and gaps in provision, guides more targeted resource allocation, and acts as an early warning for rising demand or avoidable long-term costs. • Tracking quality-of-life indicators confirms whether services improve everyday experiences rather than only addressing clinical needs. Without this evidence, it becomes difficult to determine whether people are genuinely enabled to thrive or to direct interventions where they will have the greatest benefit. • Monitoring how supported unpaid carers feel provides an important gauge of system resilience. This helps to identify burnout and associated health risks early, quantify pressures on employment and household income, and inform timely action to prevent breakdowns in care that would otherwise escalate system costs. Latest performance Independent living - % of adults supported at home who agreed that they are supported to live as independently as possible Performance indicator 2018 2020 2022 2024 % of adults supported at home who agreed that they are supported to live as independently as possible - North Lanarkshire 75.4 77.6 79.8 67.7 % of adults supported at home who agreed that they are supported to live as independently as possible - Scotland 81.1 80.8 78.8 72.4 Comparative average for the group of similar councils* 80.6 82.4 81.3 72.9 * Based on the eight councils containing the most deprived areas in Scotland (according to the Scottish Index of Multiple Deprivation (SIMD), i.e. Dundee City, East Ayrshire, Glasgow City, Inverclyde, North Ayrshire, West Dunbartonshire, Western Isles, and North Lanarkshire). Page 134 of 454
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Quality of life - % of adults supported at home who agree their services and support had an impact on improving or maintaining their quality of life Performance 2018 2020 2022 2024 % of adults supported at home who agree their services and support had an impact on improving or maintaining their quality of life - North Lanarkshire 75.6 75.7 77.0 67.7 % of adults supported at home who agree their services and support had an impact on improving or maintaining their quality of life - Scotland 80.0 80.0 78.1 69.8 Comparative average for the group of similar councils* 78.3 81.1 78.9 69.4 * Based on the eight councils containing the most deprived areas in Scotland (according to the Scottish Index of Multiple Deprivation (SIMD), i.e. Dundee City, East Ayrshire, Glasgow City, Inverclyde, North Ayrshire, West Dunbartonshire, Western Isles, and North Lanarkshire). Carers - % of carers who feel supported to continue in their caring role Performance 2018 2020 2022 2024 % of carers who feel supported to continue in their caring role - North Lanarkshire 33.2 32.6 25.1 28.5 % of carers who feel supported to continue in their caring role - Scotland 36.6 34.3 29.7 31.2 Comparative average for the group of similar councils* 38.0 35.6 30.7 32.0 * Based on the eight councils containing the most deprived areas in Scotland (according to the Scottish Index of Multiple Deprivation (SIMD), i.e. Dundee City, East Ayrshire, Glasgow City, Inverclyde, North Ayrshire, West Dunbartonshire, Western Isles, and North Lanarkshire). Page 135 of 454
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How North Lanarkshire has performed 107,538 (out of 526,758) individuals registered with a GP practice in Scotland responded to the 2024 national survey, an overall response rate of 20% - a decrease from 24% in the 2022 survey. The response rate in 2024 in North Lanarkshire was 18% (6,429 out of a sample of 36,443), a decrease from 20% in the 2022 survey. Independent living - % of adults supported at home who agreed that they are supported to live as independently as possible • The results from the 2024 perception survey showed that 67.7% of people surveyed in North Lanarkshire agreed they were supported to live independently. • The latest results show a decline compared to the previous survey in 2022 (79.8%) and are lower than The Plan for North Lanarkshire baseline (75.4%). North Lanarkshire’s results over the years mirror the trends that can be seen in both the national average and the comparative average for the group of similar councils. Figure 24a shows that North Lanarkshire’s latest results are lower than the comparative average for the group of similar councils (72.9%), which is closer to the latest national average (72.4%). Quality of life - % of adults supported at home who agree their services and support had an impact on improving or maintaining their quality of life • The results from the 2024 perception survey showed that 67.7% of people surveyed in North Lanarkshire agree that their services and supports improves or maintains their quality of life. • The latest results show a decline compared to the previous survey in 2022 (77.0%) and are lower than The Plan for North Lanarkshire baseline (75.6%). North Lanarkshire’s results over the years mirror the trends that can be seen in both the national average and the comparative average for the group of similar councils. Figure 25a shows that North Lanarkshire’s latest results are lower than the comparative average for the group of similar councils (69.4%), which is closer to the latest national average (69.8%). Carers - % of carers who feel supported to continue in their caring role • The results from the 2024 perception survey showed that 28.5% of carers surveyed in North Lanarkshire agreed that they feel supported to continue in their caring role. • The latest results show an increase compared to the previous survey in 2022 (25.1%), but are lower than The Plan for North Lanarkshire baseline (33.2%). North Lanarkshire’s results over the years mirror the trends that can be seen in both the national average and the comparative average for the group of similar councils. Figure 26a shows North Lanarkshire’s latest results are lower than the comparative average for the group of similar councils (32%), which is slightly above the latest national average (31.2%). Page 136 of 454
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Changes in the calculations nationally in 2018 for all three indicators mean the data before this date is not necessarily directly comparable with the data for 2020, 2022, or 2024 so care should be taken when assessment the trends. It is expected that the 2022 results will reflect, to some extent, individual perceptions that were acquired during the pandemic, making comparisons with this particular year less able to be made on a similar basis. Impact of delivering The Plan for North Lanarkshire Improving these indicators would signal that more people are benefiting from support that strengthens their independence, participation, and everyday stability. • Independent living - when more people live independently, they are able to maintain routines, avoid unnecessary admissions, and stay active in family, work, and community life. This reduces pressure on formal services and supports longer social and economic contributions. • Quality of life - when services genuinely improve people’s day-to-day experiences, they are better able to stay in work, continue education, manage their homes, and take part in everyday activities. This reduces absence from work, delays the need for higher-intensity support, and strengthens social connectedness and financial stability. • Carer support - when unpaid carers are well supported, households become more resilient, financial security improves, and more carers can remain in work. This reduces disadvantage for carers and supports a sustainable care system, with long-term benefits for wellbeing and productivity. Page 137 of 454
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Employment in sustainable tourism - as a % of employment across all six of the growth sectors (c27) What this means • Sustainable tourism** is one of six sectors used to assess growth in employment in an area. The six sectors are food and drink, creative industries (including digital), energy, financial and business services, life sciences, and sustainable tourism. • This indicator reflects the proportion of employment across the six sectors that is due to sustainable tourism. **Sustainable tourism relates to hotels and similar accommodation, holiday and other short-stay accommodation, camping grounds, and recreational vehicle parks and trailer parks. It includes restaurants and mobile food service activities, beverage serving activities, tour operator activities, other reservation service and related activities. It also includes museum activities, operation of historical sites and buildings and similar visitor attractions, botanical and zoological gardens and nature reserve activities, operation of sports facilities, other sports activities (not including activities of racehorse owners), as well as activities of amusement parks and theme parks, and other amusement and recreation activities. Why this matters • Tracking employment and activity within sustainable tourism is essential to understanding whether the sector is genuinely contributing to long-term economic growth, rather than simply increasing visitor numbers or generating short-term spending. By measuring the quality, stability, and accessibility of tourism jobs, an assessment can be made of whether the benefits of the sector are reaching local people and supporting a resilient, inclusive economy. • Understanding where the benefits of tourism employment are having an impact - and where gaps remain - helps to target policy, investment, and workforce development accordingly. Latest performance Performance indicator 2017 2018 2019 2020 2021 2022 2023 2024 Employment in sustainable tourism as a % of employment across all six of the growth sectors - North Lanarkshire 25.2 24.1 25.3 23.9 28.6 29.4 29.4 29.0 Employment in sustainable tourism as a % of employment across all six of the growth sectors - Scotland 28.8 28.7 30.0 26.6 27.1 30.0 31.7 31.9 Comparative average for the group of similar councils* 27.3 27.8 27.5 24.4 27.5 27.7 29.7 28.6 * Based on the eight councils containing the most deprived areas in Scotland (according to the Scottish Index of Multiple Deprivation (SIMD), i.e. Dundee City, East Ayrshire, Glasgow City, Inverclyde, North Ayrshire, West Dunbartonshire, Western Isles, and North Lanarkshire). Page 138 of 454
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How North Lanarkshire has performed Figure 27a reflects employment in North Lanarkshire in each of the six growth sectors. This shows that employment in sustainable tourism has remained the second highest growth sector in North Lanarkshire over the reported data and performance has remained relatively stable. As shown in Figure 27b, employment in sustainable tourism sector in North Lanarkshire as a proportion of employment in all six sectors combined has also remained at a relatively steady level in recent years and the trend has generally followed the national average. • Figures for the latest growth rate in North Lanarkshire (Figure 27b) show a positive increase of 29% from the previous year (similar to an increase of 29.4% the previous year). • Having performed above the national average previously, this is now lower that the latest national average (31.9%). • The latest results represent an increase from The Plan for North Lanarkshire baseline (25.2% in 2017). The latest results for North Lanarkshire show a positive improving position that is similar to both the national average and comparative average for the group of similar councils, albeit North Lanarkshire’s position has shown a more stable picture in recent years. Figure 27b shows that at 29% North Lanarkshire is performing slightly above the comparative average for the group of similar councils (28.6%). Employment in sustainable tourism remains high in North Lanarkshire due to a strategy that grows the tourism offer, promotes local attractions, and supports businesses. This co-ordinated approach sustains visitor numbers and underpins jobs across accommodation and hospitality. Financial and business services have long been a major growth sector, but employment has declined as automation, digitalisation, and sector consolidation reduce the need for traditional roles and shift specialised jobs to larger cities. Remote working and outsourcing have further lowered demand for locally based positions, contributing to the drop in employment in this sector. Impact of delivering The Plan for North Lanarkshire Increasing the share of employment in sustainable tourism is crucial to ensuring tourism growth genuinely benefits local people. It supports the development of fair, secure, good-quality jobs, broadens access to opportunities, and strengthens community resilience. Page 139 of 454
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Gross Value Added (GVA) - growth per head in sustainable tourism employment (c28) What this means • Sustainable tourism** is one of six sectors used to assess growth in employment in an area. The six sectors are food and drink, creative industries (including digital), energy, financial and business services, life sciences, and sustainable tourism. • This indicator reflects the Gross Value Added (GVA), i.e. economic value, generated by each person employed in the sustainable tourism sector. **Sustainable tourism relates to hotels and similar accommodation, holiday and other short-stay accommodation, camping grounds, and recreational vehicle parks and trailer parks. It includes restaurants and mobile food service activities, beverage serving activities, tour operator activities, other reservation service and related activities. It also includes museum activities, operation of historical sites and buildings and similar visitor attractions, botanical and zoological gardens and nature reserve activities, operation of sports facilities, other sports activities (not including activities of racehorse owners), as well as activities of amusement parks and theme parks, and other amusement and recreation activities. Why this matters • Measuring GVA per head in sustainable tourism indicates how much economic value the sector generates per person, helping to show whether growth is genuinely boosting local economic growth. • It shows whether tourism jobs and activity are contributing to higher-value employment, how productive the sector is (the amount of economic output created per employee), how much value tourism work contributes to the local economy, and whether jobs in the sector support higher economic returns, rather than relying on low-value or seasonal activity. Latest performance Performance indicator 2016 2017 2018 2019 2020 2021 2022 2023 GVA per head in sustainable tourism - North Lanarkshire £15,635 £19,239 £12,686 £14,461 £7,284 £13,772 £14,558 £13,469 GVA per head in sustainable tourism - Scotland £19,086 £19,946 £19,404 £20,141 £13,516 £16,208 £21,532 £20,490 Comparative average for the group of similar councils* £15,804 £18,119 £16,493 £19,256 £12,832 £13,698 £20,630 £14,849 * Based on the eight councils containing the most deprived areas in Scotland (according to the Scottish Index of Multiple Deprivation (SIMD), i.e. Dundee City, East Ayrshire, Glasgow City, Inverclyde, North Ayrshire, West Dunbartonshire, Western Isles, and North Lanarkshire). Page 140 of 454
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How North Lanarkshire has performed GVA (£) per head in sustainable tourism has fluctuated slightly in North Lanarkshire over the period of the reported data and from The Plan for North Lanarkshire baseline (as depicted in Figure 28a and also reflected in Figure 28b which shows the percentage year to year change in GVA per head). • The effects of the pandemic can be seen in 2020 figures - with a 33% decrease in sustainable tourism employment in the national average (and also the comparative figure for the group of similar councils) compared to a 50% decrease in North Lanarkshire. However, subsequent years show recovery that has remained more stable. • The latest results for 2023 show a small -7.5% decrease in North Lanarkshire following a +5.7% increase the previous year. This follows a significant 89% increase in 2021. • The latest results show a decline from The Plan for North Lanarkshire baseline in terms of the GVA per head (£13,469 compared to £15,635). But improvement in respect of the change from the previous year as at the baseline (-7.5% compared to -14.4%). The latest results for North Lanarkshire in Figure 28a show a more stable position than both the national average and comparative average for the group of similar councils, which both show slightly more fluctuation from the previous year. Figure 28a shows that North Lanarkshire is performing below the comparative average for the group of similar councils (£14,849), however there is a greater decline in the comparative average (-28%) from the previous year compared to North Lanarkshire (-7.5%). It should be noted that the group of similar councils includes a number of cities, e.g. Glasgow and Dundee. There is a time lag in the availability of these results with the most recent for 2023 being published in December 2025. Impact of delivering The Plan for North Lanarkshire Increasing GVA per head in sustainable tourism helps to boost local economic value - tourism drives economic activity, income generation, and regional development, increasing overall prosperity when value added per person rises. Sustainable and community-focused tourism ensures that increased GVA is shared across income groups, supporting inclusive growth across all communities. Page 141 of 454
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North Lanarkshire Council Report Policy and Strategy Committee Does this report require to be approved? ☒ Yes ☐ No Ref FW/LS/SM Date 19/03/26 Social Value Framework From Fiona Whitaker, Chief Officer (People Resources) E-mail whittakerf@northlan.gov.uk Telephone 07973 728628 Executive Summary Delivery of commitments within the Plan for North Lanarkshire and our linked Programme of Work continues to show strong improvements across a number of key indicators relating to economic growth, investment, employment, and educational attainment. We know however that our residents within North Lanarkshire still experience unacceptably high levels of deprivation and poverty, and that clear areas of inequity and inequality remain within our towns and communities. A key underpinning driver within our strategic plan is our ambition to ensure that all people share equally in this improving picture, with a strong focus on delivering inclusive growth and prosperity for all. This includes clear stated aims that any wider economic and social benefits and opportunities which arise from the realisation of our plan, and the large-scale regeneration and infrastructure projects which underpin it, must flow appropriately to our young people, our residents and our communities. Within this context, and to better support this goal, this report brings forward a proposed improvement in our approach to the realisation of community benefits aligned to all our planned activities and future programmes through the establishment of a Social Value Framework. The framework represents a significant evolution of the council’s commitment to ensuring procurement spend delivers wider social, economic and environmental benefits for local people, communities and businesses. This has been developed through a broad cross cutting council piece of work, undertaken through the Brighter Futures programme and focused on achieving both a consistent approach to social value across the council, as well as ensuring that we maximise the benefits we can secure through our large-scale procurement activity aligned to the delivery of our strategic plan. The Social Value Framework: Creating Local Impact with Lasting Change, is detailed in appendix 1 and sets out North Lanarkshire Council’s renewed and strengthened approach to embedding social value across procurement, partnership working and service delivery. At the heart of the Framework, is delivery of The Plan for North Lanarkshire, ensuring that public expenditure does more than secure goods and services – it actively contributes to improving lives, tackling persistent inequalities, strengthening community resilience, and building a fairer, more sustainable local economy. It responds to the needs of communities across North Lanarkshire, including future jobs and apprenticeships for our young people; opportunities for well-paid and secure employment and progression; funding for skills; support for community improvements and educational attainment. Item 5 Page 143 of 454
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The Framework provides a clear vision and structured methodology for maximising social value. It contains four core aims: 1. Defining a clear, organisation-wide vision for social value aligned to the council’s strategic priorities. 2. Embedding social value comprehensively within procurement and contract management processes. 3. Establishing a transparent, data-driven approach to measuring, evaluating and reporting social value. 4. Providing a phased roadmap for implementation that supports consistent practice across all services, suppliers and partners. To achieve these aims, the Framework is aligned to Scotland’s Sustainable Procurement Duty, Fair Work First, and Community Wealth Building principles and it formalises requirements for social value delivery within procurement. Under our current arrangements, for any Regulated Procurement with an estimated contract value of £4 million or above, the relevant Procuring Service Area is required to comply with the Community Benefit Requirement. In addition, for contracts valued above £500,000, there is an expectation that community benefits will be promoted in line with the council’s policy. To further increase and maximise opportunities to secure tangible outcomes aligned to our Social Value Framework, and where proportionate, it is now proposed that procuring Service Areas consider Social Value outcomes for all contracts valued at £50,000 and above and apply a weighting for Social Value representing a minimum of 10% of the Quality weighting. This is in line with known best practice in place elsewhere and established through significant stakeholder engagement, including engagement with contractors. Additionally, it is proposed that the council should actively explore and encourage voluntary social value opportunities across all contracts, where possible. The proposed 10% weighting may also be increased to reflect contract value, particularly for larger contract values. This support’s proportionate and meaningful social value contributions within lower-value contracts, ensuring flexibility while maintaining strategic alignment. Delivery of the revised framework will be supported by comprehensive tools, including a Social Value Toolkit, e-learning modules, and a structured menu of social value measures aligned with the Open Access TOM System™. Procuring Service Areas will be supported to identify, select, and monitor social value commitments that are proportionate to contract size and type, evidence-based, and tailored to local needs. To ensure transparency, the council will publish an annual Social Value Insights Report, combining quantitative outcomes with qualitative case studies to demonstrate the real-world impact of social value activity across North Lanarkshire. This report will complement the annual procurement report and enhance the council’s evidence base for strategic planning, performance management, and continuous improvement. By adopting this Framework, North Lanarkshire Council will further strengthen its role as an anchor institution, driving inclusive growth, enabling Community Wealth Building, and supporting long-term improvements in employment, skills and community wellbeing. The Framework ensures that social value becomes a standard, measurable, and meaningful component of how the council invests in and delivers for local communities — creating lasting change that aligns with the ambitions of a resilient, inclusive, and future-focused North Lanarkshire. Page 144 of 454
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1. Background 1.1 In previous reports to committee, reference has been made to the creation of a Social Value Framework to enhance the return on procurement activity and support council priorities linked to The Plan for North Lanarkshire. Whilst it is recognised the council is committed to maximising social value, there is an opportunity to gain further value through the contracts procured. 1.2 The council’s Social Value Manager was appointed in late 2024 and sits within NL Academies aligned to the Brighter Futures programme, with a specific focus on creating an effective Social Value Framework and operating model (people and technology) to maximise and fully leverage our outcomes. The post being based alongside NL Academies is due to the intrinsic link from social value to the NL Academies model and the wider Brighter Futures Programme of Work. This Programme of Work is focused on building sustainable programmes to create opportunities with scale and impact which is often difficult due to the instable funding environment which exists within opportunities around apprenticeships, pathways development and skills training. 1.3 The purpose of the Framework is to assist in driving consistency of approach in managing and monitoring activities. It also encourages services to effectively utilise procurement to achieve wider financial and non-financial outcomes when awarding contracts. It strengthens and enhances opportunities in delivering benefit to our communities and describes how we will embed social value principals into the This report now sets out the council’s revised Social Value Framework for consideration and approval by Elected Members. Next steps and a plan of work to further develop and embed the Framework across the council is also included within the report. Recommendations It is recommended that Policy and Strategy Committee: (1) Acknowledge the progress to date on the creation of a Social Value Framework to materially increase value, deliver better outcomes and align monitoring, oversight and reporting of social value. (2) Approve the council’s Social Value Framework: Creating Local Impact with Lasting Change for implementation and embedding across all services. (3) Endorse the phased approach to implementation as set out within the report. (4) Endorse the requirement that Procuring Service Areas consider Social Value outcomes in contracts £50,000 and above, and a minimum of 10% of the Quality weighting. (5) Agree that a new Social Value Insights Report be presented to committee annually. The Plan for North Lanarkshire Priority All priorities Ambition statement (21) Continue to identify and access opportunities to leverage additional resources to support our ambitions Programme of Work All Programmes of Work Page 145 of 454
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commissioning, procurement and contract management practices. The Framework also details the reporting measures to ensure enhanced visibility of the social value outcomes in a joined up and consistent way. 1.4 The Procurement Strategy outlines the council’s general approach to incorporating community benefit (social value) requirements and the link to Community Wealth Building. The Social Value Framework has been designed to be aligned with both the Procurement Strategy and Community Wealth Building principles. 1.5 The council have seen significant successes in delivering social value within recent largescale contracts, particularly through increased apprenticeship opportunities. The aim of this Framework is to build upon existing areas of good practice i.e. Enterprise Contracts, City Deal, Community Hub Programme, and New Supply (appendix 2 contains areas of current best practice in achieving social value). The Framework aims to strengthen and drive consistency in our social value approach. 2. Report 2.1 The Social Value Framework is designed to support a consistent and transparent approach to delivering benefits from procurement and a phased approach to development is crucial to ensure the Framework is practical and aligned with organisational priorities. The phased approach proposed is set out in diagram 1: Diagram 1 – proposed Social Value Framework implementation phases by year 2.2 Initial activity in year 1 has focused on understanding current practice, reviewing national guidance, and identifying opportunities for improvement. Year 1: Foundations, strategy and evidence gathering 2.3 This phase focused on the council’s current approach to delivering benefits through social value and using this to establish a clear evidence base to inform the development of the Social Value Framework. This initial stage involved research, analysis and engagement, designed to understand the organisation’s current position and identify Page 146 of 454
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opportunities for improvement. Through engagement with internal and external stakeholders and understanding community needs, this led to knowledge on expectations, priorities, and perceived barriers. 2.4 The findings from this phase highlight that there are opportunities for improvement across strategic alignment, consistency in applying a social value methodology / menu of items, and consistency and clarity in organisational wide monitoring and reporting. 2.5 This phase also found many areas of good practice which already exist notably within the New Supply team where an assigned officer collaborates across the council to ensure value is driven through commitments made. The Enterprise Contracts, the Connectivity Framework and the Town and Community Hub programme also represent areas where the council is achieving added value. 2.6 Notably, through our City Deal projects, community benefits can be incorporated into council contracts on a contractual and / or a voluntary basis. A contractual approach must be considered to target specific Community Benefit Outcomes for all contracts over £50,000, where it is considered to be proportionate and relevant to the contract being procured, and a voluntary approach must be considered to maximise the benefits delivered from all contracts. Year 2: Framework development, piloting and integration 2.7 Following the extensive engagement within phase 1, this shaped the approach to allow the transition into the next phase of Framework development and allow us to build on the successes to date. Currently, activity is focussed on year 2 actions. 2.8 It is imperative that the Social Value Framework provides the golden thread across procurement, contract management, and service delivery, The Plan for North Lanarkshire, and the Programme of Work to foster fairer, sustainable, and resilient communities through an aligned approach to support delivery on the council’s strategic priorities. To support the delivery of the council’s social value approach, the Framework offers a multi-layered governance structure to provide scrutiny and oversight for the development and management throughout all social value activity. 2.9 The Framework aims to enhance opportunities through five main areas: • Increase in local employment and equal opportunities • Skills development and apprenticeships • Diverse and resilient supply chains • Community Wellbeing and Capacity building • Climate Change and Net Zero (this is covered as part of the standard procurement process). 2.10 As part of pre-tender/early engagement within a procurement exercise, Procuring Service Areas will be responsible for understanding local community needs/demographics, which is the cornerstone of effective social value delivery within North Lanarkshire Council. This includes: • Conducting market analysis and early supplier engagement • Aligning to corporate priorities • Aligning to Local Outcome Improvement Plans • Examining newly developed Community Profiles (when implemented), and • Linking to the Community Benefits Hub. Page 147 of 454
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Procurement and Delivery 2.11 The Framework proposes a structured methodology based on the Social Value Portal’s TOMs (Themes, Outcomes, Measures) Open Access System. The TOMs framework is widely recognised as an evidence-based structure that supports transparent, consistent, measurable social value delivery. It is a comprehensive framework for measuring social value and can be applied across various sectors and project types. The framework also offers a standardised reporting template, reducing ambiguity and ensure that both quantitative and qualitative data are captured in a consistent format. 2.12 A key justification for the TOMs approach is that these measures are already embedded within several of the councils existing contracts, mainly Enterprise Contracts and Hub Delivery Programme (who use Scottish Futures Trust Measures derived from TOMs). Using the TOMs Open Access System represents a natural progression, rather than a shift in approach, building on existing practice and promoting continuity. 2.13 For contracts exceeding £50,000, there is an expectation for Procuring Service Areas to encourage social value outcomes, where it is relevant and proportionate to the type of contract being procured. Procuring Service Areas are expected to be prescriptive, on what social value outcomes are expected to be achieved. 2.14 A minimum weighting of 10% will be applied to social value within the tender evaluation criteria. Procuring Service Areas, supported by the Social Value Manager, will also be expected to identify relevant measures that reflect community needs and strategic priorities. Those outlined measures will then be formalised within contracts, with suppliers required to submit both quantitative targets and qualitative delivery plans and will fall within the contract management process. 2.15 The proposals around weighting and contract value show evolution of our approach. Under the current arrangements, for any Regulated Procurement with an estimated contract value of £4 million or above, the relevant Procuring Service Area is required to comply with the Community Benefit Requirement. In addition, for contracts valued above £500,000, there is an expectation that community benefits will be promoted in line with the Council’s policy. However, there has been limited evidence of consistent application or visibility of community benefit promotion within contracts at this value level. 2.16 Similarly, disproportionate weightings are currently being applied within tenders, which does not adequately recognise the scale of benefits that could be realised. This approach has resulted in missed opportunities to maximise outcomes. Furthermore, the use of very low weightings for community benefits limits the focus and ambition of associated initiatives, potentially constraining the anticipated positive impact for individuals and communities. 2.17 The transition to the proposed weightings and contract values will strengthen the council’s ability to direct social value contributions towards a coherent and consistently applied set of strategic priorities. This approach is particularly pertinent given the continued volatility in the external funding environment and the significant investment, emerging pressures, and evolving workforce requirements across priority sectors. In particular, the built environment and digital/AI industries are experiencing accelerated demand for skills, driven by sustained levels of regional investment. Aligning social value mechanisms with these priorities will support a more targeted and resilient approach to delivering meaningful economic and employability outcomes. Page 148 of 454
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2.18 The proposed approach towards weightings and contract values combines methods already in use, aligning established best practice across Enterprise Contracts, New Supply, Housing Contract Strategy, and City Deal. Similarly, social value should be incorporated into council contracts either on a contractual or voluntary basis. For contracts over £50,000, relevant and proportionate Social Value outcomes should be identified as part of the early engagement within the procurement process. To maximise overall impact, the council should actively explore and encourage voluntary social value opportunities across all contracts, where possible. Where a Procuring Service Area determines that social value should not be included or a minimum weighting is not appropriate, then the relevant Chief Officer should provide a reasonable justification which must be documented. 2.19 Should this Framework and corresponding weighting and contract values be approved, an amendment to the Council’s Procurement Strategy (and relevant supporting documents) will be required to ensure that the revisions are formally incorporated and reflected within the governing framework. 2.20 Robust contract management processes will be in place to monitor delivery, with suppliers expected to report quarterly on their social value commitments. To strengthen the council’s ability to monitor these commitments effectively, this will see the introduction of a centralised monitoring system, coordinated by the Social Value Manager, to ensure consistent tracking of supplier commitments across all service areas. 2.21 The monitoring system will include monitoring templates and tools for use by Procuring Service Areas. It is proposed that these templates will be made available on to PowerBI, with the system consolidating reports (frequency of reporting to be confirmed), to enable visibility of progress against agreed social value measures and outcomes, and community need. To further support transparency and accountability, it is proposed that an annual Social Value Insights Report be created for oversight and awareness at committee and will be publicly available to demonstrate the broader impact of council spending. It is anticipated that the Social Value Insights Report will showcase the positive outcomes achieved and reinforce social value delivery. Through the integrated approach and supported by appropriate communications, it will highlight that the council are not only delivering essential services but also maximising its role in being a catalyst for positive change across communities. Next Steps – Year 3 and 4 2.22 Closing the period of internal and external engagement, the Framework will be ready to progress to the next phase of incremental implementation. The development and implementation of the Social Value Framework sets out a multi‑year/ phased approach to embed social value across procurement activity, service delivery, and organisational culture. 2.23 It is proposed that we move into the next phase of development (from Year 2, naturally transitioning into Year 3), which will see the Framework formally adopted, operationalised across services, resources aligned, and embedded through procurement, contract management, and governance structures. Implementation across procurement and contract management 2.24 Social value outcomes, where applicable within a project, will be incorporated into planning, specification development, tender questions, evaluation criteria, and contract Page 149 of 454
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award processes, supported by a Social Value Toolkit which will provide consistent guidance to Procuring Service Areas. 2.25 Various tools and guidance will be deployed as part of the implementation phases including social value methodology and contract monitoring templates, guidance materials i.e. a Social Value toolkit, and access to a Social Value Essentials e‑learning module for Procuring Service Areas. 2.26 Monitoring and reporting systems will be implemented, offering standardised contract monitoring templates, a council‑wide social value organisational tracker, and Power BI reporting dashboards will also be implemented to support transparency and accountability. It is anticipated that a centralised shared area will be created to gather evidence required through ongoing monitoring of social value commitments. Oversight, assurance, and continuous improvement 2.27 The Social Value Governance Group will support the delivery of social value commitments, reinforce consistent implementation, and coordinate activity across their teams/service areas. 2.28 Procuring Service Areas will assess supplier reports (frequency to be determined based on type and duration of contract) and provide evidence of social value delivery. Where non‑compliance is identified, appropriate remedies, including improvement plans or penalties, may be applied. 2.29 Where social value contributions cannot be delivered directly, or there is failure to deliver, suppliers may provide financial contributions to the Social Value Innovation Fund, supporting both strategic and community‑focused initiatives. Further consultation during implementation will help refine the financial model and ensure proportionality across contract types. 2.30 When the Framework and guidance is implemented, an annual Social Value Insights Report will be produced, setting out achievements, data insights, impact and outcomes delivered through council contracts and activities. 2.31 The Framework will be reviewed annually (or as required based on updates to national policy / guidance or legislation) to ensure continued alignment with strategic priorities, legislation, and best practice for continuous improvement. Risk and mitigation 2.32 The main risks relate to organisational capacity, supplier readiness, and the potential for over-commitment by bidders. Initially, these risks will be mitigated through clear guidance, robust evaluation criteria, assessment of support required within services, structured monitoring, and early engagement with suppliers, with the governance arrangements providing further assurance and oversight. 3. Measures of Success 3.1 Performance measures will be developed as part of the Brighter Futures Delivery Framework, which is linked to the council’s Strategic Performance Framework and will ensure regular monitoring and measurement of success. 3.2 Suppliers could show a deeper understanding of North Lanarkshire’s local needs, resulting in more tailored and meaningful social value proposals. Page 150 of 454
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3.3 Social value outcomes identified, and commitments delivered by suppliers are viewed as meaningful, relevant, and sustainable, with case studies demonstrating deeper, long‑term impacts rather than purely transactional outputs. 3.4 Communities should feel more connected to the council through social value activity, with beneficiaries and local organisations sharing positive experiences as outcomes reflect community needs, enhancing trust and visibility of council‑supported initiatives. 3.5 The requirement from Procuring Service Areas on reporting and monitoring becomes more simplified with the tools and templates made available, making it easier to embed social value in procurement processes. 3.6 Social value activity increasingly aligns with The Plan for North Lanarkshire, Programme of Work, and Community Wealth Building priorities, meaning that service areas evidence social value activity links locally identified needs. 4 Supporting documentation 4.1 Appendix 1 - Social Value Framework: Creating Local Impact with Lasting Change. 4.2 Appendix 2 - Evidence of areas of best practice in delivering social value. Fiona Whittaker Chief Officer (People Resources) Page 151 of 454
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? There are no current direct financial impacts. However, as the Council progresses with Social Value Framework it is hoped that future procurements will generate additional income, cost avoidance or benefit in kind opportunities for the Council which will be tracked as outlined in the framework 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☒ No ☐ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Legal advice has been obtained to ensure the proposals are in compliance with procurement legislation and will be reflected within the council's GCSOs. 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 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 152 of 454
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If Yes, please provide a brief summary of the impact? Power BI for reporting purposes is proposed to support the management and monitoring of social value outcomes and outputs. Further requirements will be developed in conjunction with the Finance and Technology team as implementation progresses. Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Communications will be required to support the implementation and roll out of the Framework and in sharing case studies / the impact of social value. 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 153 of 454
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Delivering Social Value in North Lanarkshire Social Value Framework Creating local impact with lasting change Appendix 1 Page 154 of 454
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Delivering Social Value in North Lanarkshire Document control Title Social Value Framework - Creating local impact with lasting change Owner(s) Fiona Whittaker Lynsey Smith Contact Whittakerf@northlan.gov.uk Smithlyns@northlan.gov.uk Governance Group TBC Author Stacy Muir Contact Muirst@northlan.gov.uk Revision History Number Originator Date Review Commenced Revision description/record of change Document Approvals Number Governance Group Date approval granted Date approval to be requested (if document still draft) Consultation Record (for most recent update) Status of document consulted upon Stakeholders consulted/date Strategic Alignment All Priorities Next review date Review Date Page 155 of 454
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Delivering Social Value in North Lanarkshire 3 Foreword At North Lanarkshire Council, we believe public services should do more than meet immediate needs, they should create lasting value that uplifts lives, strengthens neighbourhoods, and builds a more inclusive future. The Social Value framework, Creating local impact with lasting change, sets out our renewed commitment to placing Social Value at the core of everything we do. As we look to the future, we are proud to present a framework that reflects our ambition to move beyond traditional service delivery. It is a blueprint for how we will work collaboratively, with partners, suppliers, and communities, to ensure that every pound spent contributes to broader economic, social, and environmental wellbeing. Whether it's supporting local employment, enhancing skills, promoting sustainability, or fostering community resilience, this framework is about making a real and measurable difference where it matters most. The journey ahead is full of opportunity. By aligning our procurement, planning, and partnership strategies with the principles of Social Value, we are not only responding to national policy and legislative drivers, but we are also leading the way in demonstrating what meaningful impact looks like at a local level. We invite all stakeholders, internal teams, external partners, and the people of North Lanarkshire, to engage with this framework, champion its goals, and help us deliver a legacy of positive change. Together, we can ensure North Lanarkshire is a place where everyone can live, learn, work, invest, and visit with pride and purpose. [Name/Title Placeholder] On behalf of North Lanarkshire Council Page 156 of 454
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Delivering Social Value in North Lanarkshire 4 Contents 1. What is Social Value? .................................................................................................. 5 2. Social Value Approach ................................................................................................. 6 3. Social Value Vision ...................................................................................................... 7 4. Purpose of this framework ........................................................................................... 8 5. Linking North Lanarkshire Vision to Social Value ......................................................... 9 6. Delivering Social Value success ................................................................................ 11 7. Procurement requirements for achieving Social Value ............................................... 12 8. Embedding Our Approach .......................................................................................... 13 9. Ensuring the success of Social Value ........................................................................ 14 9.1 Integrating Social Value within Procurement ........................................................ 14 9.1.1 Planning ............................................................................................................ 14 9.1.2 Design ............................................................................................................... 15 9.1.3 Tendering .......................................................................................................... 15 9.1.4 Evaluation ......................................................................................................... 15 9.1.5 Contract Award ................................................................................................. 15 9.1.6 Contract Management ....................................................................................... 15 9.2 Governance and Reporting .................................................................................. 16 9.2.1 Governance ...................................................................................................... 16 9.2.2 Reporting .......................................................................................................... 17 Appendix 1 - Social Value Methodology .............................................................................. 18 Page 157 of 454
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Delivering Social Value in North Lanarkshire 5 1. What is Social Value? Social Value incorporates three key dimensions, Social, Economic, and Environmental, that guide how North Lanarkshire Council can deliver on its Sustainable Procurement Duty. This means thinking beyond cost, before any regulated procurement, how contracting can enhance the economic, social, and environmental wellbeing of North Lanarkshire, reduce inequality, involve SMEs, third sector and supported businesses, promote innovation, and embed Fair Work First practices. This is shown in Figure 1 below. Figure 1: Social Value Dimensions aligned to Scotland’s sustainable procurement duty Embedding Social Value within procurement improves lives and strengthens local resilience alongside Community Wealth Building, keeping resources circulating in North Lanarkshire. By integrating these principles into both procurement and operations, aiming to deliver innovative, compliant solutions aligned with Scotland’s Sustainable Procurement Duty, the council are actively reshaping the local economy to build a fairer, healthier, and more inclusive economy by: • Improving social, economic, and environmental wellbeing • Enabling SMEs, third sector, and supported businesses • Promoting innovation • Embedding Fair Work First commitments Social Economic Environment • Equality, diversity, and inclusion • Community Empowerment initiatives • Health and wellbeing initiatives • Local employment opportunities • Supporting local supply chain and SME’s • Skills and training opportunities • Sustainability and net-zero targets • Climate resilience and biodiversity • Circular economy initiatives Page 158 of 454
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Delivering Social Value in North Lanarkshire 6 2. Social Value Approach North Lanarkshire Council is striving for collaboration and commitment to inclusive growth and prosperity, making North Lanarkshire a vibrant place to Live, Learn, Work, Invest, and Visit. The Plan for North Lanarkshire sets out five key priorities: • Improve economic opportunities and outcomes. • Support all children and young people to realise their full potential. • Improve the health and wellbeing of our communities. • Enhance participation, capacity and empowerment across our communities. • Improve North Lanarkshire’s resource base. Following extensive internal and external engagement, the council has established a clear Social Value approach that underpins its strategic priorities. Social Value is a key driver in achieving these priorities and supporting the successful delivery of The Plan for North Lanarkshire. Through this phased approach, the council are championing a people-centred approach to local development that retains wealth within communities by working collaboratively with local anchor organisations and businesses to: Work Encourage local employment opportunities to keep economic value within North Lanarkshire and reduce unemployment and economic inactivity. Create equal opportunities to remove barriers to work and support inclusive growth for under-represented groups. Develop skills and experience to improve employability, support good work and strengthen the future local workforce. Economy Build a diverse and sustainable supply chain to strengthen resilience and increase participation from SMEs, third sector and local businesses. Promote resilient and inclusive businesses to support long-term economic stability and community wealth building. Community Support resilient communities by strengthening local capacity, skills and networks. Improve community wellbeing by ensuring procurement contributes positively to health, inclusion and social connection. Environment Restore the climate and improve air quality to protect public health and support climate targets. Promote environmentally sustainable procurement to reduce waste, emissions and whole-life environmental impact. Protect and restore biodiversity to support healthy ecosystems and climate resilience. Encourage a transition to a regenerative economy that delivers environmental, social and economic benefits over the long term. Page 159 of 454
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Delivering Social Value in North Lanarkshire 7 Key supporting policies: The Plan for North Lanarkshire Community Wealth Building Statement Procurement Strategy Environment Pathway Tackling Poverty Economic Regeneration Delivery Plan Equality Strategy 3. Social Value Vision North Lanarkshire Council is unique in its commitment to delivering transformative change in Scotland. For many years, the council has been recognised as a leading local authority. The Plan for North Lanarkshire sets out an ambitious strategic vision focused on inclusive growth and prosperity for everyone across the area. Its aim is to ensure that people and communities throughout North Lanarkshire benefit equally, with a fairer distribution of wealth and opportunity. Social Value in Scotland is underpinned by legislation including the Public Services Reform (Scotland) Act 2010, the Procurement Reform (Scotland) Act 2014 (which introduced the Sustainable Procurement Duty), and the Community Empowerment (Scotland) Act 2015. These ensure council procurement decisions promote economic, social, and environmental wellbeing benefits to reduce inequality, encourage participation from SMEs and third sector organisations, and supported businesses. Social Value is currently embedded across both strategic decision-making and day-to-day operations through equality and diversity considerations in service design, as well as current partnerships with key anchor organisations, including NHS Lanarkshire, Police Scotland Lanarkshire, and New College Lanarkshire. Within procurement, Social Value is used as a strategic lever for transformation, ensuring that public spending and our collaborative partnerships generate measurable, long-lasting benefits for people, communities, and the environment. This framework, delivered through a phased approach, supports local employment, skills development, and community-led initiatives, driving sustained improvements in equality, wellbeing, sustainability, and economic resilience. Aligned with the council’s strategic objectives, it reflects a proactive, place-based commitment to building an inclusive, resilient, and future-focused local economy Page 160 of 454
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Delivering Social Value in North Lanarkshire 8 4. Purpose of this framework The framework guides our phased approach, with key milestones set out within figure 2 which details the steps required to securing meaningful Social Value for residents and communities. It sets out clear goals and methodology, reinforcing our commitment to collaboration across the council and with external partners to fully explore Social Value opportunities. By embedding Social Value into everything we do, we aim to maximise impact, create thriving communities, a growing economy, and an improved environment for all in North Lanarkshire. Social Value can proactively tackle further issues through bold, innovative approaches in our procurement process that ensures public spending delivers meaningful outcomes for residents. Through targeted initiatives, the council is committed to lasting improvements that benefit local people and places, making Social Value a cornerstone of economic and community development. Figure 2: Visual Roadmap to framework implementation Aims of the framework: • Define our vision and goals for Social Value, and how they align with the council’s strategic ambitions. • Embed Social Value consistently into procurement and contract management processes across all services, with a clear explanation of approach. • Establish a transparent, consistent and robust methodology for monitoring, evaluating and reporting Social Value outcomes. • Implement the framework effectively, fostering strong support from colleagues, suppliers, and partners. Policy conte t ouncil vision Social value vision esearch aseline assessment pportunities Stakeholder engagement Identi y social value model Dra t social value principles Dra t ramework structure aseline utline strategic ob ectives De ine principles scope and governance. Develop detailed ramework components re uirements onitoring reporting system setup oolkit guidance ull operational Social alue ramework pdated processes templates and guidance arly achievements to report ull understanding o ramework lear assurance accountability ontinuous eedback engagement oll out to all relevant procurements rganisation wide adoption Annual Social alue eport lear evidence o impact and change e ine ramework based on learning Deepen community wealth building links ontinue direct community co design innovation pro ects ptimised community driven ramework ider inclusive economic impacts ature governance and reporting Page 161 of 454
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Delivering Social Value in North Lanarkshire 9 5. Linking North Lanarkshire Vision to Social Value The Council are excelling in their transformation programmes, which are delivering significant progress across the region, with major investment improving housing, digital infrastructure, community hubs, transport links, and town centres, all aligned to the long-term vision of inclusive growth and better outcomes for local people of North Lanarkshire1. Through the Brighter Futures programme, this further strengthens transformation by providing coordinated support across employability, skills, curriculum pathways, volunteering, and entrepreneurship, supporting thousands of residents, boosting business growth, and improving key Health Check Indicators such as positive destinations, benefit dependency, and local earnings2. Building on our current best practice, the council are committed to ensuring that public expenditure delivers more than just services; we will build Social Value into the way we procure goods, services and works. Using our local data, we ensure Social Value is focused on where it is needed most, and we will request suppliers to contribute positively to our communities whether through jobs, training, support for local groups, or activities that improve wellbeing. 1 Programme of Work achievement to date 2 Brighter Futures Progress Update Figure 3: Linking The Plan for North Lanarkshire to Social Value outcomes and the councils five key priority areas. Page 162 of 454
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Delivering Social Value in North Lanarkshire 10 Improve economic opportunities and outcomes. Support all children and young people to realise their full potential. Improve the health and wellbeing of our communities Enhance participation, capacity and empowerment across our communities. Improve North Lanarkshire’s resource base. Why this matters in North Lanarkshire Aligning Social Value with strategic priorities in a structured and measurable way, we will ensure that our efforts are targeted, impactful, and responsive to the challenges faced by our communities. Further examples of this alignment are provided in figure 3 below: Figure 3 4: Illustration of aligning council priorities to Social Value measures Focused Measures -Targeted employment & apprenticeships -Work experience placements -Incentivise suppliers to provide funding for Digital or food security projects in high-poverty areas. Child Poverty impacts 24.9% of children in North Lanarkshire Focused Measures -Supported employment pathways for council priority groups -Upskilling for people re-entering the labour market -Promote local recruitment -Support for Mental Health and Wellbeing programmes Economic Inactivity & Long-Term Sickness (24.5% inactive; 27,000 long-term sick) Focused Measures -Support ESOL initiatives -Provide financial funding community language groups within North Lanarkshire -Targeted employment -Supported employment pathways Diversifying population with 4.03% minority ethnic, with +85% growth with some facing employability barriers barriers Focused Measures -Employer-led projects targeted at females -Career inspired sessions -Youth employability pathways and work experience -Work experience placements for pupils -Support for ASN and care-experienced young people Educational Attainment Gap, with SIMD20 pupils achieving SCQF Level 6 sitting at 23%, compared to 35% overall. Girls’ STEM participation declining, and 200 pupils annually leave school without a positive destination. Page 163 of 454
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Delivering Social Value in North Lanarkshire 11 6. Delivering Social Value success Scope Under the Procurement Reform (Scotland) Act 2014, the council has a statutory duty to consider including community benefit requirements for all regulated procurements valued at £4,000,000 or above, which is essential to achieving Socio-Economic benefits from our e ternal e penditure and orm part o the council’s Sustainable Procurement Duty. As part of council regulated procurements, First Work First and Environmental are standard considerations. In addition to core requirements, consideration must be given to Social Value outcomes to ensure that Socio-Economic benefits are explicitly addressed. To further maximise opportunities to secure tangible outcomes aligned to our Social Value Methodology (see Appendix 1), and where proportionate, it is proposed that procuring Service Areas consider Social Value outcomes in contracts £50,000 and above. To maximise overall impact, the council should actively explore and encourage voluntary social value opportunities across all contracts, where possible. It is proposed that a weighting for Social Value should represent a minimum of 10% of the Quality weighting. This weighting may be increased to reflect contract value. Where the Procuring Service Area determines that Social Value outcomes are not achievable or applying a minimum 10% weighting for Social Value is not appropriate, a clear and robust justification from the designated Chief Officer must be documented. This rationale must be formally recorded and retained on file to ensure transparency and accountability. Methodology The Social Value methodology supports consistent, transparent, and rigorous evaluation and reporting of supply chain commitments throughout the procurement and contract management process. This approach is designed to capture Social Value activities that are locally relevant and deliver meaningful, long-term benefits to the residents, communities, economy, and environment of North Lanarkshire. The council’s methodology incorporates measures rom the Social alue Portal’s pen Access TOM System™ to assess Social Value outcomes in both financial and non-financial metrics, with all measures aligned with best practice and directly supporting the vision and strategic objectives outlined in The Plan for North Lanarkshire. This structured methodology minimises ambiguity in target setting, facilitates effective performance management, and establishes a clear framework for continuous improvement. On a case-by-case basis, officers will select measures from our Social Value Framework which are most applicable to the goods, works or services being procured, and the needs of North Lanarkshire community. Page 164 of 454
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Delivering Social Value in North Lanarkshire 12 7. Procurement requirements for achieving Social Value In collaboration with the Social Value Manager and the Brighter Futures Team, Procuring Service Areas should identify potential Social Value outcomes most relevant to their procurement, based on the specific needs of the service and/or the local community. To support this, the Social Value toolkit, provides guidance and resources to assist Procuring Service Areas to incorporate Social Value into their procurement activities. The toolkit ensures that Procuring Service Areas select appropriate and proportionate measures, which are grounded in robust, data-driven evidence. An e-learning module, Social Value Essentials, has been designed to help overcome common hurdles and understand key concepts, and is available on LearnNL for all Procuring Service Areas. Procuring Service Areas should develop a tailored menu of relevant Social Value measures. While indicative thresholds can be used as a guide to support proportionate decision-making, the focus should be on selecting measures that are meaningful, relevant and appropriate to the contract and community. Table 1 provides an illustrative example only and should not be treated as a prescriptive or numerical requirement. Table 1: Illustration of menu of measures and thresholds • Quantitative Submission: numerical Social Value targets against selected measures. • Qualitative Submission: supporting method statements to describe the intention to deliver each activity including an indicative timeline for the activities throughout contract duration. Proportionate to the scale of the procurement, bidders must submit a delivery plan that outlines key details to support their Social Value proposal. This should include: • A stakeholder engagement plan • Leadership structure and resource allocation • Monitoring and reporting • Contingency arrangements to address potential risks or issues • Plans for continuous improvement Contract value Below £50,000 Between £50,000 - £500,000 Between £500,000 and £1million Between £1million and £30million Over £30 million Approximate number of measures Measures are voluntary should be proportionate to type/or value of contract 1 – 5 measures 5 – 10 measures 10 – 15 measures Full suite of measures Page 165 of 454
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Delivering Social Value in North Lanarkshire 13 8. Embedding Our Approach To ensure Social Value is meaningfully embedded at every stage of procurement and contract delivery, Procuring Service Areas should adhere to the steps outlined below: 1. Pipeline Understand Serivce and Local Priorities Stakeholder Engagement Pre-market Engagement 2. Plan Prepare Specification Embed Social Value Measures Set Award Criteria 3. Evaluate Assess Quantitative submissions against TOM System Assess Qualitative submissions including Social Value Delivery Plan 4. Contract Award Implement a structured Contract Management process Formalise Social Value committments 5. Contract Management Monitor for reporting Performance Management Address non- delivery 6. Contract Completion Gather data and feedback to inform future direction Page 166 of 454
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Delivering Social Value in North Lanarkshire 14 9. Ensuring the success of Social Value While it is essential that suppliers deliver on their Social Value commitments, it is equally important that council Procuring Service Areas actively support, monitor, and collaborate to ensure these commitments are fulfilled in line with best practice. To maintain transparency and accountability, guidance is provided within the Social Value toolkit, with progress reported centrally to the Social Value Manager. This data will be captured through a performance metric system and incorporated into a comprehensive Social Value Insights report. The robustness of this process relies on effective monitoring and reporting by Procuring Service Areas across service areas. To support consistent and impactful delivery, the framework outlines the following key elements: • Agreed mechanisms for identifying and understanding local needs and priorities, ensuring Social Value opportunities are aligned with community requirements. • Clear methods for assessing and measuring Social Value throughout the procurement lifecycle. • Robust contract management to ensure commitments are delivered as agreed. • Structured reporting to demonstrate Social Value, providing assurance to Elected Members and the public. By following this approach, we will continue to strengthen internal networks, build confidence and capability in managing Social Value, and promote proactive engagement across services and suppliers. This will ensure clarity around expectations and foster a culture of continuous improvement. 9.1 Integrating Social Value within Procurement 9.1.1 Planning Procuring Service Areas should explore and understand local community needs and identify Social Value opportunities that can align with either, or tailored to, their service area, communities and/or type of contract. Further guidance is outlined on the Social Value toolkit. Considerations should include but not be limited to: • Value and term of contract • Type of contract • Contribute financial support equivalent to Social Value commitments to the Social Value Innovation Fund. • Consider financial contribution where a Social Value commitment cannot be delivered and no suitable alternative can be identified. • Alignment of procurement to Corporate Priorities • Market Analysis/Supplier early engagement Page 167 of 454
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Delivering Social Value in North Lanarkshire 15 9.1.2 Design Procuring Service Areas should include their Social Value Methodology within their contract strategy. The following points are required for inclusion: • All information identified within Planning stage • A menu outlining chosen Social Value Measures • Utilise the template Social Value question from the procurement toolkit. 9.1.3 Tendering At this point, the planning and design stage of the procurement process is complete. Procuring Service Areas and Procurement Representatives should issue tender documents and manage submissions. 9.1.4 Evaluation Social Value commitments agreed will be assessed against the following criteria to ensure that they are deliverable: • Relevance: Are the commitments aligned with North Lanarkshire local priorities set out? • Specificity: Are they SMART (Specific, Measurable, Achievable, Realistic, Time- bound)? • Evidence: Past performance, case studies, and delivery plans. • Monitoring: Clear systems for tracking and reporting outcomes. 9.1.5 Contract Award he success ul supplier’s Social Value proposals will be written into the formal contract award, meaning that the commitments become deliverables. Procuring Service Areas must adhere to the council’s Contract and Supplier Management, and may also determine that it is appropriate to include Key Performance Indicators (KPIs) and reporting obligations to track delivery. 9.1.6 Contract Management Suppliers will be expected to submit quarterly reports to their named council Procuring Service Area, outlining their progress of Social Value commitments. Further guidance can be found within the Social Value toolkit, including council standard contract monitoring templates. The progress may be discussed at contract progress meetings to ensure that delivery of Social Value commitments against the relevant measures is monitored and reported on a regular • Local Outcome Improvement Plans or email:CommunityMatters@northlan.gov .uk for further support. • North Lanarkshire Council Community Benefits Hub for local community requests. Page 168 of 454
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Delivering Social Value in North Lanarkshire 16 basis, demonstrating best practice through contract management. Suppliers may also be expected to provide evidence of Social Value delivery. Some examples are provided below: • Employment records i.e. local employees hired • Training records • Community engagement logs • Environmental plan. In the event of non-compliance, the council may consider triggering: • Contractual penalties • Performance improvement plans • Or in extreme cases, termination clauses. 9.2 Governance and Reporting 9.2.1 Governance o support the success ul implementation o council’s Social Value Framework, a robust governance structure has been identified to ensure Social Value is delivered effectively, transparently, and in alignment with strategic objectives. As accountability is clearly defined across all levels of the organisation, the Social Value Governance Group will continue to drive coordination and delivery of Social Value initiatives across projects and council operations, with locally appointed Social Value Representatives embedded within each service area to advocate and enable Social Value within their team, providing support and coordinated decision-making throughout delivery of a contract. Oversight of performance will be provided by the Social Value Manager. Progress will be reported and reflected annually within a newly created Social Value Impact report. Oversight and transparency via the councils committee process is key in supporting the governance process, ensuring elected members are informed and engaged throughout the lifecycle of the framework. The day-to-day delivery of this framework will be led by Procuring Service Areas within each service area, who will be responsible for monitoring progress and reporting directly to the Social Value Manager. Supporting a joined-up approach, Social Value Governance Group will foster collaboration and ensure Social Value is embedded consistently throughout council operations. The framework will be reviewed annually after implementation, unless there us local or national policy change, to ensure ongoing alignment with the council’s strategic priorities, relevant legislation and best practice. Page 169 of 454
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Delivering Social Value in North Lanarkshire 17 9.2.2 Reporting Our annual Social Value Insights report will be published to demonstrate the council’s ongoing commitment to creating positive impacts within local communities through our Social Value approach. It will showcase the real-world benefits delivered through council activities, focusing on areas such as employment, skills development, community wellbeing, and inclusion, combining both quantitative data and qualitative case studies that show tangible outcomes for local communities. By aligning with frameworks such as the Open Access TOM System™ and the Sustainable Procurement Duty, the report evidence compliance with legislation while highlighting continuous improvement and stakeholder engagement. In addition, complimenting the council’s annual procurement report it will urther strengthen the narrative on community benefits, ensuring consistent metrics are used, and provides the Corporate Procurement Team with insights that may help shape future strategies, enhance governance, and continue to embed Social Value into procurement decisions to further opportunities and promote sustainable, and inclusive service delivery. Committee Social Value Governance Group Social Value Respresentatives Brighter Futures TeamCorporate Procurement TeamOperational Service Areas Procuring Service Areas Corporate Management Team Social Value Governance Page 170 of 454
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Delivering Social Value in North Lanarkshire 18 Appendix 1 - Social Value Methodology Theme Outcome New Ref Measure Units W ork Creating local employment opportunities NT1 Local people employed or retained no. people FTE Creating equal employment opportunities NT3 Long-term unemployed people recruited no. people FTE NT4 Employees recruited who are Not in Education Employment or Training (16-24 y.o.) no. people FTE NT76 Unemployed people recruited no. people FTE NT5 Unemployed ex-offenders aged 18 and over recruited no. people FTE NT6 Unemployed individuals with disabilities recruited no. people FTE Providing skills and experience for good work NT9 Accredited training for new employees no. weeks NT10 Employment of new apprentices no. weeks NT80 Upskilling of existing employees through accredited training no. weeks NT11 Personalised support to help unemployed people into work no. hrs (total session duration)*no. attendees Providing good work opportunities NT12 Meaningful unpaid work placements while Not in Employment Education or Training no. weeks NT13 Meaningful paid work placements no. weeks Developing skills and experience for future work NT8 Support for students at local educational institutions no. staff volunteering hours NT99 Support for enabling visits of school children or local residents no. staff volunteering hours Page 171 of 454
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Delivering Social Value in North Lanarkshire 19 Economy Building diverse and sustainable supply chains NT14 Spend with VCSEs in the supply chain £ NT18 Spend with local companies in the supply chain £ NT19 Spend with local SMEs in the supply chain £ Promoting a diverse and resilient business community NT15 Expert support to VCSEs and SMEs no. staff expert hours NT16 Support for VCSEs through donations £ invested NT17 Support for VCSEs through volunteering no. staff volunteering hours Community Building resilient communities NT28 Support for local community projects through donations £ invested NT29 Support for local community projects through volunteering no. staff volunteering hours Building community wellbeing NT26 Support for community health or wellbeing interventions £ invested inc. time, materials, equipment etc NT27 Support for initiatives focused on strengthening community networks £ invested inc. time, materials, equipment etc Further information on the Open Access TOM System™ can be found here. Page 172 of 454
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Housing and Corporate Maintenance and Improvement Services (£1.8bn) • 51 new apprenticeships created across the contract and supply chain. • 91% of workforce locally based. • Target exceeded for percentage of women hired on the contract. • Target exceeded for percentage of employees (BAME) hired on the contract. • Over £18 million spent through local supply chain. • Over 2000 hours of voluntary time provided to local groups and VCSE’s. • 6 local projects financially supported through the Mears Foundation. Roads and Infrastructure Maintenance and Improvement Services (£450m) • 5 apprenticeships created • 1 Summer placement that led to Graduate Apprenticeship. • 64% of workforce locally based. • 8% of women hired on the contract. • 2% of employees (BAME) hired on the contract. • Over £6.5m million spent through local supply chain. • 3 Armed Forced Veterans employed on contract. • Connecting Communities programme: Total Value in Round 1: £20,000. Enterprise Contracts Appendix 2 Page 173 of 454
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School Street, Coatbridge (Live Project) (£26.8m) •Five new employees recruited so far. •Two apprentices recruited. •Nine work experience placements for Graduate/Foundation Apprenticeship committed. •Eight work experience placements committed. •Three career events committed. •Four site visits committed. •Onepaid summer placement fulfilled. •Two mini career events committed. •Two supply chain briefings fulfilled. •Financial support for six community projects. •Non-financial support for three community projects committed. Plains, Airdrie (£3m) •Four apprentices recruited. •Two career eventsdelivered across NL. •Two site visits completed. •Support for two community projects committed but three delivered in total. Community Road, Bellshill (£5.96m) •One committed but two new employees recruited. •Onecommitted but three apprentices recruited. •OneQuantity Surveyor recruited. •Two career events delivered to school pupils across NL. •£3000 donatedto community organisation. Waterloo, Wishaw (£3.57m) •Two committed but six new employees recruited. •Zeroapprentices committed but fourrecruited. •Six work experience placements fulfilled. •Six construction curriculum supportfulfilled. •£300 donatedto support a community project. •Non-financial support fulfilled for two community projects. Old Town Hall, Motherwell (Live Project) (£6.5m) •Three new employees recruited (one from priority group). •One mentoring programme fulfilled. •Twocareer events committed, with one fulfilled. •OneSupply Chain briefing fulfilled. •Financial support for community organisation fulfilled. •Non-financial support for community organisation fulfilled. Thorn Road, Bellshill (Live Project) (£6.1m) •Three new employees recruited (from priority group) •Three apprentices recruited(from priority group) •Fivework experience placements fulfilled. •Elevencareers eventsfulfilled. •Mini careers event fulfilled (P6/P7). New Supply Page 174 of 454
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Housing Contract Strategy Independent Audit of Gas Services (£180,000) •Provided 10 SMEs access to their licenced system to complete a 1-hour course on Fire Safety, Asbestos, Gas / Electrical Safety and Damp / Mould. • Onenew employee recruited, via Routes to Work, leading to Level 2 Certificate in their field of work. Tower Demolition (Coatbridge) (£4.9m) •Three new employees recruited (of which, were refugees living local to demolition site). •Twoemployed from priority groups. •Voluntary works at carried out at local nursery to the value of £600. •Donationof 50 selection boxes •Donation of100 easter eggs & 3 boxes of milky bars to local Community Group. • Careers Event at local secondary school, which included presentation on demolitions and Health & Safety, including a simulator for students to experience the operation of heavy machinery and giveaway merchandise. Refurbishment of Retirement Housing (£1.49m) •Twowork experience Placements provided to 14–16- year-old. •One employee recruited from prioritygroup. • Delivered Career Events at local secondary school. Tower Demolition (Motherwell) (£5.69m) •One new apprentice employed and working towards Level 2 Demolition Operative Certificate. •Twocareer sessions deliveredto S4-S6 at local secondary for a career in demolition, •Participated in a Careers Event, via DYW Lanarkshire – Step into STEM – Employer’s Partners Career Event. •Provided provision to the “Drop in Centre” for residents during demolition. Gas Installations (£24m) •One new apprentice employed. •Two work experience placements fulfilled. •Twocareer events fulfilled. •Over £4,000 donated to support local people and community organisations Page 175 of 454
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Hub Delivery Programme Orbiston Community Hub (£43m) • Six employment placements committed for duration of contract with eleven achieved. • Eight NEETs placements committedbut 11 achieved. • Thirty-two hours committed to Graduate employment but 103achieved. • Twenty-Five hours committed to support young people to work but sixty-six hours delivered. • Twenty hours committedto meaningful work placements, with one hundred and fifty- four delivered. • £3m committedto local supply chain but over £5m delivered. • £500committed community to a local community project but £3,837 fulfilled. St Kevins Community Hub (£17.5m) • Ten employment placements committed for duration of contract, with thirty-three achieved. • Two NEETs placements committedwith four achieved. • Seven hundred and sixty- seven hours fulfilled in dedicating to young people to support into work. • Thirty-two hours committed to paid work placement/internship, but forty hours fulfilled. • Over £3m spent within the local supply chain. • Over £2m spent supporting SMEs. • £27,075 spent on supporting local community projects. Chryston HS Extension (£39.5m) • Eight employment placements committed, with two achieved so far. • Two NEETs placements committedand fulfilled. • One hundred and twenty hours fulfilled in dedicating to young people to support into work. • Seven hours fulfilledon paid work placement/internship achieved. • £28,557 spent within the local supply chain. • £4,000committed on supporting local community projects. Gartcosh Community Hub (£33m) • Seven employment placements committed with four achieved so far. • Seventy hours committed to supporting Graduate Employment, with one hundred and one hours delivered. • Thirty weeks of paid work experience placements/internship achieved. • Over £17m spent on local supply chain. • Over £15m spent supporting SMEs • £4,000 committedto supporting local community projects. Page 176 of 454
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North Lanarkshire Council Report Policy and Strategy Committee Does this report require to be approved? ☒ Yes ☐ No Ref PH/SD/LGF Date 19/03/26 UK Government Local Growth Funding From Pamela Humpries, Chief Officer (Place) E-mail douglass@northlan.gov.uk Telephone Sharon Douglas 07970 489136 Executive Summary The purpose of the paper is to provide an update on the UK Government’s Local Growth Fund which commences from 1 April 2026. The funding allocated to the Local Growth Fund is a reduction in relation to what was previously available for similar activities and projects through the UK Shared Prosperity Fund. This is compounded by a higher proportion of funding being allocated to capital investment and the requirement to move to regional interventions. The reduced funding available for North Lanarkshire and the impact on the activities currently funded through the UKSPF Programme are set out in section 2 of this report, with particular reference to the impact in staffing. North Lanarkshire has also been allocated a second funding stream, the Pride in Place Impact Fund, as part of the UK Government’s proposals for long term local growth funding to support regional growth across the UK for the next 3-year period. Proposals for the allocation of the Impact Fund are also presented in this report. Recommendations It is recommended that Policy and Strategy Committee: (1) notes the allocation of Local Growth Funding of £60.9m to Glasgow City Region for the period 2026/27 – 2028/29 (2) notes the potential allocation of £1,414,500 revenue funding from the Local Growth Fund to North Lanarkshire Council in 2026/27 (3) acknowledges the impact the reduction in funding will have on staff and services and the actions being taken to minimise this (4) approves the proposed allocations to volunteering, business support and employability and skills as set out in paragraph 2.1.15 (5) endorses the proposed allocations for the Pride in Place Impact Fund as set out in section 2.2 Item 6 Page 177 of 454
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1. Background 1.1 At the Spending Review in June 2025, the UK Government presented high level proposals for long term local growth funding to support regional growth across the UK for the next 3-year period, replacing the UK Shared Prosperity Fund (UKSPF) and Levelling Up programmes. It was confirmed that as part of the approach, Scotland would receive the same overall level of funding in cash terms as was provided through the UKSPF programme in 2025/26, amounting to £228m over 3 years (2026/27 – 2028/29). It has subsequently been confirmed that the funding will be distributed through 4 programmes: Pride in Place, Pride in Place Impact Fund, Local Growth Fund and the Growth Mission Fund. 1.2 In September 2025, further information was provided on the Pride in Place and Pride in Place Impact funding, with North Lanarkshire receiving an allocation from both programmes. In December 2025 it was confirmed that ‘Forgewood, North Motherwell and Town Centre’ would be the phase 2 Pride in Place neighbourhood, receiving up to £20m over 10 years. Work is underway to appoint a Chair and establish a Neighbourhood Board for that programme. Coatbridge is one of the 10 towns within the Pride in Place Phase 1 programme and will also receive funding of up to £20m over a 10 year period. 1.3 During November 2025 the UK Government met with stakeholders across Scotland to consult on the balance of funding that remained after the Pride in Place and Pride in Place Impact Fund awards, confirming it would be distributed through the Growth Mission Fund and the Local Growth Fund. The Autumn Budget on 28 November 2025 made initial allocations from the Growth Mission Fund to Inverclyde and Fife. 1.4 Further information on the Local Growth Fund was not provided until 8 January 2026. It was confirmed that £140 million would be made available through the Scottish Local Growth Fund for the period April 2026 to March 2029, and that it would be allocated to 5 eligible Regional Economic Partnerships in Scotland as follows: Regional Economic Partnership (REP) 2026 - 2029 Allocation Ayrshire £11.8 m Edinburgh and South East £37.8 m Forth Valley £9.8 m Glasgow City Region £60.9 m Tay Cities £19.5 m TOTAL £140 m The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (21) Continue to identify and access opportunities to leverage additional resources to support our ambitions Programme of Work All Programmes of Work Page 178 of 454
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1.5 The allocation methodology was guided by a set of core principles: • Strategic Objectives: The Local Growth Fund supports the UK Government’s Growth Mission to improve living standards for working people by investing in the regions that contain the areas with the lowest Real Disposable Household Income (RDHI) per capita. It will provide strategic flexible funding for investment to drive economic growth, with details on investment themes and interventions to be set out in due course. • Geographic levels and institutions: Funding is delivered through the highest level of local governance to enable strategic decision-making across interconnected ecosystems of firms, institutions, supply chains, and labour markets. Regional Economic Partnerships (REPs) are collaborations between local government, the private sector, education and skills providers, enterprise and skills agencies and the third sector to deliver economic prosperity across Scotland’s regions. REPs are used to reflect functional economic areas (FEAs) with sufficient scale to support agglomeration benefits. • Targeting: Targeting 5 REPs which contain the areas with the lowest living standards (RDHI per capita) is essential to achieving the intensity of funding required for the intended policy objective of improving living standards for working people within the constraint of the overall funding envelope. RDHI per capita varies more significantly between local authorities than REPs and so is most suited to identifying the places most in need of investment to improve living standards. 1.6 On announcing the new Local Growth Fund, the UK Government stated the programme will “fund regional projects which will drive economic growth. That might mean projects like infrastructure investment, business support, or skills development - projects which will make a real difference in terms of skilled jobs and people’s prosperity”. It has subsequently been made clear that the fund should not be passed down to individual authorities to support local projects, but instead should fund the development of regional interventions. It has however been recognised that such a regional approach will take time to develop and as the fund is due to start from 1 April 2026 it has been agreed that the revenue funding in 2026/27 can support a transition period with local authority allocations for this year only. 1.7 The funding allocated to GCR through the Local Growth Fund is a 33% reduction in relation to what was previously available for similar activities and projects through the UKSPF programme for the period 2023/24 – 2025/26. This is compounded by a higher proportion of funding being allocated to capital investment and the requirement to move to regional interventions. The reduced funding available for North Lanarkshire and the impact on the activities currently funded through the UKSPF Programme are set out in section 2.2 of this report, with particular reference to the impact in staffing. It has been confirmed by the UK Government that a prospectus setting out inventions and governance requirements for the Local Growth Fund will be published in March 2026. However, this is likely to follow a similar set of interventions to that already published for the English Local Growth Fund and section 2.3 of this report sets out recommendations for how the funding can be distributed in 2026/27. 1.8 In addition, some of the activities currently funded through the UKSPF programme can be adapted for delivery through the Pride in Place Impact Fund (PiPIF). Section 2.4 of this report sets out the proposals for the allocation of that funding stream. Page 179 of 454
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2. Report 2.1 Local Growth Fund Allocation of Funding 2.1.1 As noted above the Local Growth Fund has been allocated to eligible Regional Economic Partnerships, and Glasgow City Region (GCR) is to receive £60.9m for the 3-year programme period. This represents a significant reduction in funding from the previous UKSPF programme and sees a higher proportion allocated to capital investment – revenue funding in the previous UKSPF programme was 73% of the total programme but revenue been reduced to only 30% over the 3 years of the Local Growth Fund. The significant reduction in revenue funding will lead to cuts in funding for employability, business support, skills, innovation and third sector support. The allocation of funding to GCR is provided in the table below, noting the reducing level of funding over the 3-year programme: Revenue Capital Total 2026/27 6,900,000 15,800,000 22,700,000 2027/28 6,700,000 14,800,000 21,500,000 2028/29 4,800,000 11,900,000 16,700,000 Total 18,400,000 42,500,000 60,900,000 2.1.2 As noted above, the revenue funding for 2026/27 can support a transition to towards a regional approach and it is expected that GCR member authorities will receive a revenue allocation for year 1 of the Local Growth Fund. GCR Chief Executives Group has agreed that the UKSPF year 4 allocation methodology is used to allocate the revenue budget for 2026/27, to support this transition year and that this methodology is presented for consideration to GCR Cabinet on 5 March. This approach will then enable individual member authorities to plan for Revenue funding in 2026/27, helping to support established business support and employability and skills interventions. 2.1.3 The proposed revenue allocation methodology would lead to the following allocations to GCR Member authorities: 2026/27 allocation Proportion East Dunbartonshire £269,100 3.9% East Renfrewshire £255,300 3.7% Glasgow City £2,773,800 40.2% Inverclyde £365,700 5.3% North Lanarkshire £1,414,500 20.5% Renfrewshire £483,000 7% South Lanarkshire £938,400 13.6% West Dunbartonshire £400,200 5.8% £6,900,000 2.1.4 In relation to the capital allocation of funds, this should be focused on delivering regional outcomes and it is proposed that the GCR Economic Development Group develop an approach for the distribution of the funds available to appropriate projects. 2.1.5 At this point, there is no Local Growth Fund prospectus for Scotland. This is currently under development with a commitment for it to be published by the end of March. The prospectus will provide further detail on the interventions that can be supported through the Local Growth Fund and the regional governance and reporting model to be put in Page 180 of 454
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place. Scotland Office officials have recommended looking at the English prospectus as a guide in the intervening period but note that the Scottish prospectus will be tailored to Scottish needs and priorities. The high-level logic model for the Local Growth Fund highlights the following activities, intermediate outcomes and long-term outcomes against the vision of kickstarting economic growth and improved regional prosperity: Activities Intermediate Outcomes Long term Outcomes Infrastructure Investment Increased development-ready land and sites Expanded labour market reach across functional economic areas Enhanced agglomeration benefits through integrated city regions Increased housing supply Improved utilities and energy upgrades Increased physical connectivity Increased digital connectivity Business Support Increased access to finance Increased business innovation and growth Stronger more competitive regional clusters Increased uptake of advice and growth services Increased innovation and research and development Increased digital adoption by firms Stronger network and supply chain integration Skills Development Better alignment with emerging industry needs Higher rates of economic activity Highly skilled workforce Enhanced job readiness and employability Enhanced digital literacy and technical capability Increased uptake of training/apprenticeships Impact on North Lanarkshire Funding 2.1.6 The North Lanarkshire allocation of UKSPF over the 4-year period from April 2022 to March 2026 has been £19,905,210 providing a mix of capital and revenue funding for projects across communities and place, support for local businesses and people and skills projects. The allocation for the last year of the programme, 2025/26, was a reduction on the previous investment with North Lanarkshire receiving £6,034,163, of which £1,408,699 (23.3%) was allocated to capital and £4,625,464 (76.7%) to revenue activities. 2.1.7 The proposed revenue allocation for North Lanarkshire of £1,414,500 therefore represents a significant reduction to only 30.6% of what was previously available through the UKSPF programme. The activities and outcomes to be achieved from the Local Growth Fund also mean that activities previously supported under the Communities and Place intervention of UKSPF are unlikely to be eligible in the new fund. While activities previously supported under the Business support and people and skills interventions will be eligible, they will be unable to be supported to the same level of investment. Page 181 of 454
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2.1.8 The reduction in funding will have an impact on service delivery across a range of activities and also on the staffing that has been funded through UKSPF, and previously through European Structural funds. During 2025/26 there have been 35 posts (27.1 FTE) within the council funded through the UKSPF programme, across Education and Families, Chief Executives, Enterprise and Active and Creative Communities. While many of these staff have substantive posts to return to at the end of the UKSPF funded contract there are currently 12 (9.8 FTE) staff currently on temporary contracts that have no right to revert to another post. In addition, there are 5 (4 FTE) permanent posts based in Enterprise for management and administration that have been fully funded by external programmes, most recently through UKSPF, and where there is no core budget to meet the costs. 2.1.9 In addition, a significant number of posts within Routes to Work Ltd will be impacted by the reduction in funding. In 2025/26, employability services delivered by Routes to Work Ltd received just over £1.5m from UKSPF, supporting 25 FTE posts within the organisation. To prepare for the reduction in funding the organisation has already been holding vacant posts and not extending temporary contracts in order to help manage potential staffing reductions. Employability services are also funded by the Scottish Government through the No One Left Behind programme. The level of funding from the Scottish Government is expected to be retained in 2026/27 and so there will be no direct impact on any council employability posts as a result of UKSPF reductions to employability funding. However, the scale of the reduction in the UK Government contribution to employability funding overall will mean adjusting services to accommodate this, with a significant decrease in the number of people engaged and job outcomes secured by programmes funded through Routes to Work Ltd. 2.1.10 Given the uncertainty around funding allocations and priorities for 2026/27, contingency funding of up to £270,000 has been identified to enable temporary contracts to be extended for an initial 3 month period to end of June. Further funding may be required beyond the initial 3 months, to provide more time for staff affected to access alternative employment, potentially through re-deployment and enable a managed transition to new service delivery models or, in some cases, cessation of services. 2.1.11 The UK Government has also confirmed that any underspend incurred within the UKSPF Programme in 2025/26 can now be carried forward into 2026/27 with an updated deadline for full spend set for the 30 September 2026. This underspend, currently expected to be around £60,000, will contribute to the costs of extending staff on temporary contracts from April noted in paragraph 2.1.9 above. In addition, once the funding available through the Local Growth funding is confirmed, this should also reduce the cost to the council of extending contracts for affected staff as some of the posts can be funded from the 2026/27 allocation. 2.1.12 Externally, there are also a small number of posts in the third sector funded by UKSPF which will come to an end at the end of March 2026 and there has been engagement with the organisations to keep them updated on the funding position. Local Growth Fund 2026/27 Proposals 2.1.13 The Council’s UKSPF Board has recognised the challenges of the reduction in funding and the impact on projects and staffing currently being funded through the UKSPF programme. Since the funding announcements from the UK Government in September and December 2025, it has worked with project lead officers and relevant Chief Officers to identify the activities that can continue to be provided on the much-reduced budget and within the scope of the most recent information available on the Local Growth Fund. Opportunities for service re-design and collaboration are also being progressed. Page 182 of 454
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2.1.14 Based on the table set out in section 2.1.5, activities currently funded through the Local business support and people and skills interventions of the UKSPF Programme are likely to be eligible for the Loal Growth Fund in 2026/27. This includes business advice and grants, employability provision, and skills development through the volunteering, pathways and NL Academies programmes. It is recommended that the revenue allocation of £1,414,500 is distributed as set out in the table below and that the UKSPF Board are remitted to consider and approve proposals to meet the objectives of the Local Growth Fund once the prospectus is published. UKSPF Project UK Govt Key outcomes met Proposed Allocation Volunteering support • job readiness and employability £30,000 Business grants to support growth, entrepreneurialism and digital adoption • access to finance/advice, • increased digital adoption £250,000 Expert Help • Uptake of advice and growth services, • digital adoption Employability • Job readiness and employability £1,134,500 Young People Pathways • Job readiness and employability, • uptake of training and apprenticeships NL Academies • Alignment with emerging industry needs, • uptake of training and apprenticeships Digital Labs • Enhanced digital literacy TOTAL £1,414,500 2.1.15 There are a range of UKPSF funded projects that are unlikely to be eligible for the Local Growth Fund and where services are currently developing options to integrate activities into current service delivery where this is possible; explore any alternative external funding options, and/or reduce scope of service. This includes activities to support community grants, social enterprise support, core numeracy skills (delivered though the UKSPF Multiply’s Sum It Up Programme) and support for Visit Lanarkshire campaigns. 2.1.16 Final recommendations on whether projects can be supported will be subject to approval of allocations by GCR Cabinet and UK Government approval of the Local Growth Fund investment plan. 2.2. Pride in Place Impact Fund 2.2.1 The UK Government published guidance on the Pride in Place Impact Fund in September 2025, identifying 8 local authorities in Scotland, including North Lanarkshire, to receive £1.5m in capital funding over the period September 2025 to March 2027. The funding is split over the two financial years with £750,000 allocated to each year. The funding is to be used to support activities under the following objectives: Page 183 of 454
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• Community spaces: creating, extending, improving or refurbishing existing community facilities and enabling community organisations to take control or ownership of underused but valued local assets. • Public spaces: enhancing the physical environment in public spaces - examples of initiatives include new or improved green spaces or public squares, improved outdoor play, sports and leisure spaces, installing street furniture, public art or wayfinding. • High street and town centre revitalisation: making these areas more attractive and welcoming places where people congregate and which encourage economic activity. Examples of initiatives that could be funded are shop frontage improvements, adaptations that bring premises back into use, streetscape improvements, public art, trails and wayfinding, and creating or improving the infrastructure for regular markets. 2.2.2 Local authorities are expected to work in collaboration with MPs and other stakeholders in their area to identify the interventions that will deliver the most benefits to local residents and breathe new life into the areas in which they live. There is no need to fund activities under all 3 objectives and the number and scale of projects should meet local needs. 2.2.3 Due to the limited time available to identify and deliver capital projects through this fund, initial work has focused on eligible activities that are already at an advanced stage of development and have included engagement with local communities. There is also scope to reconfigure some projects previously supported through the UKSPF that meet the criteria for the PiPIF such as community grants (linking with the Local Development Programme) and business grants to enhance retail and business units on our high streets. A list of project proposal has been circulated to all elected members and is summarised below: Proposal 2025/26 2026/27 Shotts Heritage Centre improvements 80,000 Community Grants for Premises Enhancements 200,000 Refurbishment of council community facilities 35,000 150,000 Heritage Village interpretation and welcome signs 50,000 Palacerigg Country Park pathway and picnic area improvements 340,000 Wishawhill Pump Track extension 150,000 Local Development Programme projects 66,000 140,000 Business grants for town centre improvements 109,000 150,000 Public realm art projects for town centres 30,000 TOTAL 750,000 750,000 2.3 Next Steps 2.3.1 The UKSPF Board and the Enterprise Team will continue to monitor the position and engage with the UK Government and Glasgow City Region as the Local Growth Fund programmes continue to develop. Page 184 of 454
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3. Measures of Success 3.1 The measures of success include: a) Mitigating the impact of the reduction in funding available to support employability; skills development and business support interventions. b) Making best use of available resources to improve economic outcomes for the residents of North Lanarkshire. 4. Supporting Documents • Local Growth Fund Policy Statement - Local Growth Fund (England): policy statement - GOV.UK • Pride in Place Impact Fund Prospectus - Pride in Place Impact Fund: prospectus - GOV.UK Pamela Humphries Chef Officer (Place) Page 185 of 454
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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 updated EQIA will be required in light of the reductions or cessation to funding. Work has commenced to complete this. If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☒ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Details of the impact on reductions in funding are provided within the report. The costs of extending contracts for a period of 3 months is currently reported to be around £270,000. This will be updated in relation to staff changes as they occur. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☒ No ☐ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Services are working with People resources to manage the potential impact on staff, including extending temporary contracts and alternative employment opportunities through the redeployment process. 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ Page 186 of 454
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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 significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? A communication plan will be required to convey changes and reduction in the funds available and the impact on staffing and service delivery. 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? This report sets out the risks of significantly reducing or stopping UKSPF activities at the end of March 2026, and the impact on service delivery this will have. The UKSPF risk register has been updated to recognise the impact of staff on temporary contracts leaving which could result in the loss of funding and not achieving the UKSPF outcomes targets agreed. In addition, the lack of future funding will lead to closure of projects and the withdrawal of services to the most vulnerable individuals, businesses and communities across North Lanarkshire. As well as a financial and service delivery risk there is a reputational risk to the Council from the discontinuation of services that are essential elements of our Programme of Work priorities, most particularly in relation to Transforming Places, Brighter Futures and Resilient People. Page 187 of 454
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To help manage the transition and mitigate the impact on staff affected, an initial 3 month extension for temporary contracts has been agreed 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). UKSPF delivers education and skills programmes targeted at vulnerable young people preparing to leave school. This contributes to Article 29 – goals of education. A CRWIA is required to assess the impacts of any reduction or cessation of services. Work has commenced to complete this. If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☒ Page 188 of 454
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North Lanarkshire Council Report Policy and Strategy Committee Does this report require to be approved? ☒ Yes ☐ No Ref AG/REB Date 19/03/26 Embedding the United Nations Convention on the Rights of the Child (UNCRC) and Realising Children’s Rights in North Lanarkshire From Alison Gordon, Chief Social Work Officer (Education, Families, Justice and Integrated Practice) Rachel Blair, Chief Officer (Legal and Democratic) E-mail GordonAl@northlan.gov.uk BlairR@northlan.gov.uk Telephone Executive Summary This report seeks Committee approval for the adoption of a clear and proportionate “best practice” policy approach to the incorporation of the United Nations Convention on the Rights of the Child (UNCRC) within North Lanarkshire Council. The report builds on previous reports to the Education, Children and Families Committee which set out the Council’s ongoing activity to support and strengthen the realisation of children’s rights, alongside detailed consideration of the legislative framework introduced by the UNCRC (Incorporation) (Scotland) Act 2024, which came into force on 16 July 2024. As previously reported, North Lanarkshire Council has a long-established commitment to children’s rights, with rights-based principles already embedded across strategic priorities, action plans, professional standards, and service delivery. Since commencement of the 2024 Act, internal governance, systems, and processes have been further strengthened to support compliance with statutory duties and associated guidance. A strong and consistent children’s rights-based approach is fundamental to the Council’s ambition to support all children and young people to realise their full potential and is integral to the Resilient People Programme of Work that underpins the Plan for North Lanarkshire. The report recognises, however, that the final form of the 2024 Act creates a complex and, in some areas, inconsistent legal framework. This necessitates a clear policy position that supports the realisation of children’s rights while managing legal risk and ensuring the Council retains the ability to take proportionate and appropriate decisions. Recommendations It is recommended that the Policy and Strategy Committee: (1) Endorse the content of this report, including the analysis of the legislative framework established by the UNCRC (Incorporation) (Scotland) Act 2024, the associated legal considerations, and the Council’s existing and ongoing work to support the realisation of children’s rights; and Item 7 Page 189 of 454
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1. Background 1.1 The United Nations Convention on the Rights of the Child (UNCRC) was ratified by the UK in 1991. As an international treaty, the UNCRC does not automatically have direct applicability in Scots law. The UNCRC (Incorporation) (Scotland) Act 2024 was enacted in order to change that. The 2024 Act had a lengthy journey through Parliament following a Supreme Court challenge by the UK government. As a result of this challenge, the final Act is therefore weakened from the original intention behind the legislation. 1.2 The compromise position taken by Scottish Government in response to the Supreme Court challenge was to only require public authorities to comply with the UNCRC in respect of functions which originate from Scottish Acts of Parliament or from the common law. Whilst this was viewed as the solution which would provide the greatest clarity for the public and authorities, the reality is much more complex and is far from clear. Duties under the Act 1.3 The Council delivers a huge range of functions to the public, all of which will stem from a statutory function. The statutory landscape for Councils is already complex. Some functions come from UK Acts, some from Scottish Parliament Acts and another set of functions which stem from a UK Act which has been later amended by a Scottish Act. Further functions stem from Regulations and the legal basis for the Scottish Parliament making those could come from a UK Act or a Scottish Act. Most Council functions relate to areas which are devolved to the Scottish Parliament. 1.4 The Act therefore requires the Council to act compatibly with UNCRC in relation to some functions and not others. In relation to core services delivered to children and young people there are very significant anomalies which make the legal position (2) Approve the adoption of the following policy position in relation to the incorporation of the UNCRC within North Lanarkshire Council: Policy on Children’s Rights and the UNCRC North Lanarkshire Council will apply a children’s rights-based approach across the organisation and will, so far as possible, act in a way which is compatible with the United Nations Convention on the Rights of the Child in the performance of all of its functions, notwithstanding the legislative source of those functions. In doing so, the Council will seek to promote, respect, protect, and fulfil children’s rights, while ensuring that decisions are lawful, proportionate, and financially sustainable, and that the Council retains the ability to take appropriate decisions where competing statutory duties or resource constraints apply. The Plan for North Lanarkshire Priority Support all children and young people to realise their full potential Ambition statement (7) Enhance collaborative working to maximise support and ensure all our children and young people are included, supported, and safe Programme of Work Resilient People Page 190 of 454
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extremely confusing for staff but also for children and parents. A summary of the key areas where the UNCRC does and does not apply are set out in Appendix 1. 1.5 The duty to act compatibly applies to key partners such as Police Scotland, NHS Boards and the Integration Joint Board, but again only in relation to functions derived from Acts of the Scottish Parliament or the common law. As an example, most NHS functions come from a UK Act so the duty to comply with the UNCRC will not apply to significant aspects of their work. 1.6 The duty to act compatibly also applies to any organisation carrying out “functions of a public nature”. This expressly includes contractors. This means that where services are commissioned through contract or service level agreement, those organisations will have a separate, standalone duty to act compatibly with UNCRC, but only if the function being fulfilled in entering into that arrangement comes from an Act of the Scottish Parliament. 1.7 The Act creates new reporting duties which will replace the previous duty to report contained in the Children and Young People (Scotland) Act 2014. Detailed guidance to support the reporting requirements has been published by the Scottish Government and is at Appendix 4. The Council’s report and plan will be prepared in accordance with this guidance over the coming months for publication in summer 2026. Impact of the Act 1.8 Statutory Guidance on the UNCRC Incorporation (Scotland) Act 2024 has been issued by the Scottish Government and is at Appendix 3. This guidance is high level and, in practice, may require further interpretation and support to assist services in understanding how it applies within their specific operational contexts. The Scottish Government has indicated that it does not intend to produce sector-specific guidance to support organisations and services in understanding how the Act applies within particular operational areas, nor separate guidance for contractors or third-party providers. As a result, local authorities will have a significant role in determining how best to implement the legislation within their own organisational and service contexts, taking account of the legal framework established by the Incorporation Act. Implementation Work 1.9 Substantial work has already been undertaken by the Council since implementation of the UNCRC and understanding the Council’s duties under the 2024 Act. This includes the establishment of a Steering Group and a wider Stakeholder Group with a focus on realising rights and not just legislative compliance. 1.10 The Steering Group was established in early 2024, working through a framework with 11 headings to assess the position of North Lanarkshire Council and the key actions required to fully embed a children’s rights based approach. The 11 areas became the headings in a forward plan, identifying new, established wand future areas of work. This summary is set out in Appendix 2 to this Report. Key achievements to date include:- 1.10.1 Awareness raising with staff, elected members, children, young people and families. 1.10.2 Initial training offer through LearnNL, promoting a national module. Page 191 of 454
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1.10.3 Work with staff and young people on where rights are at risk that will be presented in a series of podcasts. 1.10.4 Promotions of the process for child friendly complaints including guidance, supporting paperwork and the development of a training module. 1.10.5 Ongoing work with Rights Respecting Schools to achieve the target of 100% of schools engaged and accredited. In August 2025; 148 of 154 schools have accreditation, reaching 91% of the 48,112 pupils in North Lanarkshire. 1.10.6 Participation in the Improvement Service Budget Action Enquiry, bringing six local authorities together to explore opportunities for child friendly budgeting. 1.10.7 A two-part audit of reports in the 4th Committee Cycle of 2024-25 in order to assess if Children’s Rights and Wellbeing Impact Assessments were being applied appropriately and the quality of the reports that were undertaken. 1.11 Further to agreement by the Corporate Management Team and the endorsement given by Education, Children and Families in May 2023, Children’s Rights and Wellbeing Impact Assessments (CRWIAs) were introduced into the Council’s standard reporting framework and are, where relevant, highlighted in the impact section of committee reports. Whilst the use of CRWIAs is not itself a statutory requirement, adoption of this tool supports the Council to meet its obligations in this area and also serves to promote awareness and ownership of children’s rights across all Council services, recognising that duties in this area sit with the Council as a whole and not solely with Children’s Services. 2. Report Implementation of United Nations Convention on the Rights of the Child (Incorporation) (Scotland) Act 2024 in North Lanarkshire 2.1 As enacted, the 2024 Act provides that: 2.1.1 Public authorities must not, in carrying out relevant functions, act incompatibly with the UNCRC requirements as set out in the Act; 2.1.2 Children, young people and their representatives will be able to use the courts in certain circumstances to ensure their rights are recognised; 2.1.3 Legislation originating from the Scottish Parliament will have to be read in a way which is compatible with UNCRC requirements wherever possible; 2.1.4 There are remedial powers which would enable incompatibilities or potential incompatibilities, to be remedied as considered necessary by the Scottish Ministers; 2.1.5 The Children and Young People’s Commissioner Scotland and Scottish Human Rights Commission will have powers to take legal action to protect children’s rights; 2.1.6 The Scottish Government will publish a Children’s Rights Scheme and review this annually; and Page 192 of 454
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2.1.7 Public authorities listed in the Act will report every three years and Scottish Parliament will report annually on the actions taken and planned, to secure, better or further the rights of children. 2.2 The question of what constitutes a relevant function which requires the Council to act compatibly with the UNCRC is a key consideration. The complex legal framework created by the Act creates uncertainty for Council staff and those who provide services on behalf of the Council. Decisions need to be made about how to tackle that complexity and manage the practical implementation of the Act. One option is for the Council to undertake to incorporate all aspects of the UNCRC as a matter of policy, whether required to by legislation or not. 2.3 While attractive in principle, such an approach carries significant legal and financial risks. It would expose the Council to legal challenge in areas where no statutory duty exists. Budget-setting is a key example: this function derives from the Local Government (Scotland) Act 1973 (UK legislation) and is therefore outside the scope of the Act. Voluntarily extending UNCRC compliance to such functions would significantly increase litigation risk at a time of acute financial pressure. 2.4 Given these considerations, and as previously reported to the Education, Children and Families Committee on 10 September 2024, the Council sought advice from King’s Counsel specialising in children’s rights law. The proposed policy position reflects that advice. 2.5 It is therefore proposed that the following policy is formally adopted: 2.5.1 North Lanarkshire Council will apply a children’s rights approach and will, so far as possible, act in way which is compatible with the UNCRC in the performance of all of its functions notwithstanding the nature of the source legislative provision. 2.5.2 In doing so, the Council will seek to promote, respect, protect, and fulfil children’s rights, while ensuring that decisions are lawful, proportionate, and financially sustainable, and that the Council retains the ability to take appropriate decisions where competing statutory duties or resource constraints apply. 2.6 This approach enables the Council to promote and strengthen the realisation of children’s rights while retaining the ability to defend unnecessary or inappropriate legal challenge. By acting “so far as possible,” the Council aligns with the spirit and purpose of the legislation without undermining its ability to take lawful, proportionate, and financially sustainable decisions. Next Steps 2.7 A number of next steps have been identified, which Committee is asked to acknowledge: • Continued engagement with Services to support understanding of legal duties; • Ongoing delivery of the Steering Group action plan; • Briefings for elected members; and • Further awareness-raising for all staff. 3. Measures of success Page 193 of 454
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3.1 Success will be demonstrated through: • Increased awareness and understanding of children’s rights across the Council; • Proportionate compliance with UNCRC requirements where applicable; • Organisational readiness to meet legal duties under the 2024 Act; • Increased and improved use of CRWIAs; and • Positive internal and external feedback, including from children and young people, evidencing progress in realising children’s rights. 4. Supporting documentation 4.1 Appendix 1 Key functions table 4.2 Appendix 2 UNCRC Steering Group Action Plan 4.3 Appendix 3 Statutory guidance on Part 2 of the UNCRC (Incorporation) (Scotland) Act 2024 https://www.gov.scot/binaries/content/documents/govscot/publications/advice-and- guidance/2024/02/statutory-guidance-part-2-uncrc-incorporation-scotland-act- 2024/documents/statutory-guidance-part-2-uncrc-incorporation-scotland-act- 2024/statutory-guidance-part-2-uncrc-incorporation-scotland-act- 2024/govscot%3Adocument/statutory-guidance-part-2-uncrc-incorporation-scotland- act-2024.pdf 4.4 Appendix 4 Statutory guidance on Part 3 of the UNCRC (Incorporation) (Scotland) Act 2024 https://www.gov.scot/binaries/content/documents/govscot/publications/advice-and- guidance/2024/02/statutory-guidance-part-3-uncrc-incorporation-scotland-act- 2024/documents/statutory-guidance-part-3-uncrc-incorporation-scotland-act- 2024/statutory-guidance-part-3-uncrc-incorporation-scotland-act- 2024/govscot%3Adocument/statutory-guidance-part-3-uncrc-incorporation-scotland- act-2024.pdf Alison Gordon Rachel Blair Chief Social Work Officer Chief Officer (Education, Families, (Legal and Democratic) Justice, and Integrated Practice) Page 194 of 454
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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 report has a positive impact in relation to the Public Sector Equality Duty and the Fairer Scotland Duty. It promotes a children’s rights-based approach across the Council, supporting equality of opportunity, non-discrimination, and the inclusion of children and young people, particularly those who may experience disadvantage. The proposed policy position strengthens consideration of children’s rights in decision-making and service delivery, supporting fairer outcomes and alignment with the Council’s wider equality and inclusion objectives. Use of Children’s Rights and Wellbeing Impact Assessments (CRWIAs) further supports systematic consideration of impacts on children and young people. 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 TO FOLLOW Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☒ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The report does not propose new or specific financial commitments. However, it recognises the potential financial implications associated with the implementation of the UNCRC (Incorporation) (Scotland) Act 2024, particularly the risk of increased litigation or resource pressures if UNCRC duties were extended beyond statutory requirements. The proposed policy position is intended to manage and mitigate financial risk by ensuring that decisions remain lawful, proportionate, and financially sustainable, particularly in areas such as budget-setting where no statutory UNCRC duty applies. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? Page 195 of 454
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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 been discussed and agreed with Legal and Democratic? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The report has significant legal implications arising from the UNCRC (Incorporation) (Scotland) Act 2024. It sets out the complex statutory framework created by the Act, including the distinction between functions derived from Scottish and UK legislation, and the associated duties on the Council. The proposed policy position reflects legal advice and is designed to support compliance with statutory duties while managing legal risk, maintaining appropriate decision-making, and avoiding unnecessary exposure to legal challenge in areas where no statutory UNCRC duty applies. 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? No direct impacts with respect to this report however where relevant specific strands of work eg the Make it Right Campaign have been supported. Page 196 of 454
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5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? The primary risk relates to non-compliance with the United Nations Convention on the Rights of the Child (UNCRC) requirements, particularly if due regard is not consistently applied in decision-making. Potential impacts include adverse outcomes for children and young people, reputational damage, and increased scrutiny from regulators or oversight bodies. These risks are assessed and recorded within the relevant Service Risk Register and are managed through established governance arrangements, including officer review, impact assessment processes, staff awareness and training, and ongoing monitoring to ensure compliance with UNCRC duties. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). This report is designed to support the realisation of all areas of Children’s Rights in North Lanarkshire by formally adopting as policy that the Council will apply a children’s rights approach and will, so far as possible, act in way which is compatible with the UNCRC. If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? TO FOLLOW Yes ☐ No ☐ Page 197 of 454
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Appendix 1 Key Functions Table Function Compatibility Duty Education Duty to provide education X Curriculum √ Additional Support Needs √ Exclusion X Attendance X Transport X (but possibly√ for ASN) Children’s Social Work Services to children in need/children with disability x Young carer support √ Voluntary Accommodation for children x Duties to Looked After Children x Duty to plan and review for looked after children √ Fostering Service √ (but not Private Fostering) Emergency Protection √ Children’s Hearings – referrals and supervision; secure accommodation √ Permanence and Adoption √ Throughcare and aftercare X and √ Culture Libraries and Museums X Arts/theatres X Greenspace Parks and play areas X Housing Homelessness X and √ Allocations X Repossession √ Transport Partnerships, policy, ticketing arrangements √ Page 198 of 454
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Appendix 2 UNCRC Steering Group Action Plan 2024-26 Areas of work and priorities Priorty 1 – Active/new area Priority 2- progressing/established/ ongoing Priority 3-future area of work 1. Leadership Leadership staff and elected members CRWIA Planning, evaluation and reporting 2.Participation of children and young people Youth participation structures Policy, practice and decision making Approaches and methods- Council Approaches and methods- Community planning Feedback 3. Empowerment of children and young people Advocacy contract Rights Respecting Schools Parents/carers GIRFEC 4. Child friendly complaints Child friendly complaints process Prevention and resolve Improvement, learning and networks 5. Training and awareness raising Staff, children, young people, families and communities Awareness raising Training and learning 6. Improving practice, tools, resources Equalities and EQIA Policy and strategy Procurement Links and networks 7. Publishing child friendly and easy read information Feedback on services and supports Child friendly/easy read information Capacity 8. Measuring progress 9. Children’s rights budgeting Service design and procurement Budget allocation- schools establishments Budget allocation- Community planning CR Budgeting action enquiry 10. Accountability and reporting on children’s rights Planning Reporting Page 199 of 454
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11. Non discrimination and rights at risk Equalities policy and practice Information and awareness Access to support Programmes of work Access to support Rights at Risk Page 200 of 454
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Information Governance Policies and Guidance: Two-yearly Review and Update 2025 North Lanarkshire Council Report Does this report require to be approved? ☒ Yes ☐ No Ref REB/FE Date 19/03/26 From Rachel Blair, Chief Officer (Legal and Democratic) E-mail BlairR@northlan.gov.uk Telephone Executive Summary Consistent with North Lanarkshire Council’s Strategic Policy Framework, all information governance policies are embedded as sub-policies within the Digital and IT Strategy 2024– 2027, approved by the Policy and Strategy Committee in March 2024. The following four information governance policies form a critical part of the governance framework that underpins the delivery of the Digital and IT Strategy 2024–2027: 1. Data Protection Policy 2. Payment Card Data Security Policy 3. Information and Cyber Security Policy 4. Records and Information Management Policy These policies are subject to a formal review cycle every two years to ensure continued compliance with legislative requirements, alignment with recognised good practice, and consistency with the Council’s strategic objectives. The previous review of these policies was approved by the Policy and Strategy Committee in June 2023. The scheduled two-yearly review was completed in 2025. As a result of this review, each policy has been updated to reflect organisational changes, developments in legislation and regulatory expectations, and the Council’s evolving digital operating environment. The revised policies are attached to this report for consideration and approval. The next formal review is scheduled for 2027. Supporting guidance, standards and procedural documentation associated with each policy are maintained on a continuous improvement basis. These materials are reviewed, updated and communicated as required to support effective implementation across the organisation. Recommendations It is recommended that Policy and Resources Committee: (1) Approves the updated information governance policies as attached to this report, noting that they have been reviewed in line with the Council’s approved review cycle and updated to reflect current legislative requirements, organisational arrangements and recognised good practice; and Policy and Strategy Committee Item 8 Page 201 of 454
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(2) Acknowledges that the next scheduled review of these policies will take place in 2027, or earlier where required to reflect legislative change, regulatory requirements, emerging risks or developments in best practice. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Programme of Work 1. Background Statutory / corporate / service requirement 1.1 The vision for a Digital North Lanarkshire is a key priority within the Council’s Programme of Work for 2023–2028, as approved by the Policy and Strategy Committee in March 2023. This vision focuses on developing a skilled and digitally capable workforce, fostering an innovative and sustainable organisational culture, and providing strong digital leadership to support the continued social and economic development of North Lanarkshire. 1.2 In March 2024, the Policy and Strategy Committee approved the Digital and IT Strategy 2024–2027. This strategy provides the strategic direction required to embed digital thinking into the Council’s everyday behaviours, decision-making and service delivery models. It promotes a digital-first approach, ensuring that employees consistently consider how digital solutions can improve efficiency, resilience, security and the customer experience. 1.3 The secure management of information and IT assets is fundamental to the effective delivery of Council services and to maintaining public trust. The Data Protection Policy, Payment Card Data Security Policy, Information and Cyber Security Policy, and Records and Information Management Policy are therefore key enabling sub-policies of the Digital and IT Strategy 2024–2027. 1.4 Compliance with these policies is mandatory for all individuals who access, use, manage or process Council information in the course of Council business or in an official capacity. This includes Council employees, elected members, contractors, partners and any other individuals granted authorised access to Council information or systems. Compliance is supported by a framework of standards, procedures and guidance. 1.5 The Council undertakes regular reviews of its information governance policies to ensure that they remain aligned with current legislation, regulatory requirements and recognised good practice. The previous two-yearly review was approved by the Policy and Strategy Committee in June 2023. The 2025 review has now been completed, and the updated policies are presented at Appendices 1 to 4 of this report. 1.6 The next scheduled review of these policies will take place in 2027, unless earlier review is required due to legislative or organisational change. 2. Report 2.1 The Data Protection Policy, Payment Card Data Security Policy, Information and Cyber Security Policy, and Records and Information Management Policy are reviewed on a Page 202 of 454
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two-yearly basis to ensure they remain accurate, effective and aligned with the Council’s strategic vision for a Digital North Lanarkshire, as set out in the Digital and IT Strategy 2024–2027. 2.2 The last formal review of these policies was approved by the Policy and Strategy Committee in June 2023. The 2025 two-yearly review has now been completed. 2.3 The review process was led by the Data Governance Board and the Data Compliance Management Team, with specialist advice and input provided by relevant subject matter experts across the Council. This approach ensured that the revised policies reflect both strategic governance requirements and operational realities. 2.4 In addition to the core policy documents, the Council maintains a suite of supporting standards, procedures and guidance to support effective implementation. These supporting documents are reviewed and updated on an ongoing basis to reflect policy changes, emerging risks and evolving best practice. 2.5 The updated policies attached as Appendices 1 to 4 have been revised to align with the corporate policy template and plain English requirements. All hyperlinks have been reviewed and updated. A summary of the key changes arising from the 2025 review is provided in sections 2.6 to 2.9 below. Summary of Key Changes to Policies Data Protection Policy – Version 8.0 (Appendix 1) 2.6 As part of the 2025 review, the Data Protection Policy has been updated to reflect organisational changes, strengthen governance arrangements, and provide additional clarity on key aspects of data protection compliance. The key changes are: 2.6.1 Across the policy, references have been updated to reflect organisational changes, including: • Replacement of references to the Business and Digital Service following recent restructure of Council services; • Replacement of the Data Management Team with the Data Management and Compliance Group; and • Updates to the Data Protection Officer (DPO) and Senior Information Risk Officer (SIRO) roles to accurately reflect the current allocation of these functions; 2.6.2 A new section (9.1.1) has been added to clarify the Council’s approach where joint controller arrangements exist. This section emphasises the need for clearly documented roles and responsibilities, transparency for data subjects, and the provision of appropriate privacy notices that clearly explain joint controller relationships and points of contact; 2.6.3 The policy has been updated to reflect the statutory requirement for data processing agreements and to set out the criteria that such agreements must meet; 2.6.4 References to “Business Managers” have been replaced with “Managers” to clarify that the responsibilities set out apply to all managers across the organisation; Page 203 of 454
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2.6.5 Section 16 has been expanded to provide additional clarity on the Council’s approach to transferring personal data outwith the UK or the European Economic Area; and 2.6.6 The term “Special Category Personal Data” has been added to the glossary of terms to improve clarity and consistency. Payment Card Data Security Policy – Version 2.0 (Appendix 2) 2.7 As part of the 2025 review, the Payment Card Data Security Policy has been substantially updated to strengthen governance, improve clarity, and ensure continued compliance with the Payment Card Industry Data Security Standard (PCI-DSS) and wider information security requirements. The key changes are: 2.7.1 The introduction has been expanded to provide greater clarity on the purpose of the policy and its alignment with the Payment Card Industry Data Security Standard (PCI-DSS), including explicit confirmation that compliance with PCI- DSS is mandatory. The purpose section has been revised to align more closely with the Information and Cyber Security Policy and to clearly reflect the core information security principles of confidentiality, integrity and availability. References to legislative and regulatory compliance obligations have also been expanded; 2.7.2 The scope of the policy has been broadened to explicitly include IT and information assets. Governance references have been updated to reflect organisational changes, including updates to the Senior Information Risk Officer (SIRO) role and the renaming of the Information Security and Risk Team to the Information Risk and Assurance Team; 2.7.3 Additional compliance requirements have been introduced, including a requirement that Council-managed devices are used when accessing Council systems, subject to limited exceptions. A call-out box has also been added to highlight IT monitoring activities, in line with the Acceptable Use of IT Policy; 2.7.4 The policy objectives have been updated to align with the Council’s new security standards framework. They have been expanded to place greater emphasis on third-party suppliers and service providers, and on compliance with relevant legislative and regulatory requirements; 2.7.5 The structure of the security controls section has been revised to align with the Information and Cyber Security Policy. New sections have been introduced on risk management and information management, with enhanced focus on official-sensitive information, access control, data protection, physical security, incident management, and third-party security responsibilities; and 2.7.6 The appendices have been updated to reflect revised roles and responsibilities, including those of the Senior Information Risk Officer, the Technology Strategy Manager, and third-party suppliers and service providers. Information and Cyber Security Policy – Version 5.0 (Appendix 3) 2.8 Following the 2025 review, the Information and Cyber Security Policy has been updated to reinforce the Council’s strategic approach to cyber security, strengthen governance and compliance arrangements, and ensure alignment with the Digital and IT Strategy 2024–2027 and recognised good practice. The key changes are: Page 204 of 454
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2.8.1 The policy has been renamed from Information Security Policy to Information and Cyber Security Policy to better reflect the critical role of cyber security in supporting the Council’s digital-by-default approach to service delivery and wider strategic objectives; 2.8.2 The purpose of the policy has been strengthened to clearly reference the core information security principles of confidentiality, integrity and availability, alongside relevant codes of conduct and third-party contractual obligations. References to legislative and regulatory compliance have been expanded. The scope of the policy now explicitly includes both IT and information assets; 2.8.3 Governance references have been updated to reflect organisational changes. Policy compliance requirements have been strengthened to explicitly reference the use of Council-managed devices, IT monitoring activities, third-party supplier and service provider responsibilities, and alignment with the Council’s security standards framework; 2.8.4 The security controls section has been enhanced to include expanded risk management provisions, the introduction of the Security Standards Framework, and updated references to incident management. Clearer alignment has been established with business continuity and disaster recovery arrangements, and a dedicated cyber security framework section has been added. Training and awareness provisions have been strengthened to include phishing simulation exercises; and 2.8.5 The appendices have been updated to reflect revised roles and responsibilities and to include the core functions and categories of the Cyber Security Framework. Records and Information Management Policy – Version 6.0 (Appendix 4) 2.9 As part of the 2025 review, the Records and Information Management Policy has been updated to reinforce the importance of effective record-keeping, ensure continued compliance with statutory requirements, and support the Council’s broader information governance framework. The key changes are: 2.9.1 References throughout the policy have been updated to reflect organisational changes, revised system and product names, and the consistent use of terminology relating to records retention and management; 2.9.2 A number of enhancements have been made to strengthen the policy, including greater emphasis on the role of robust record-keeping in evidencing Council decision-making and accountability. The definition of public records, as set out in the Public Records (Scotland) Act 2011, has been clarified. Updates have also been made to improve consistency with the Data Protection Policy and to strengthen guidance on records storage, accessibility, business continuity arrangements and secure disposal; and 2.9.3 The glossary has been revised to improve clarity, remove obsolete terminology, and introduce new definitions where appropriate to support consistent understanding and application of the policy. Page 205 of 454
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Conclusion 2.10 The updated information governance policies provide a robust and coherent framework to support the secure, lawful and effective management of the Council’s information and digital assets. They reflect current legislative and regulatory requirements, align with the Council’s strategic ambition for a Digital North Lanarkshire, and incorporate recognised good practice in information governance, cyber security and records management. 2.11 Approval of these policies will ensure the Council continues to manage information- related risks effectively, maintain public trust, and provide a strong foundation for the delivery of resilient, digital-first services. 3. Measures of success 3.1 Success in relation to the information governance policies will be demonstrated through sustained compliance with statutory and regulatory requirements, supported by regular audits, reviews and evidence of effective implementation. Data Protection Policy 3.2 Key indicators include: • Appropriate identification and completion of Data Protection Impact Assessments (DPIAs) • A reduction in the number of personal data breaches; • Appropriate data sharing and data processing agreements in place; and • Increased awareness of international data transfer requirements and early engagement with the Information Governance Team. Payment Card Data Security Policy 3.3 Key indicators include: • Compliance with the Payment Card Industry Data Security Standard (PCI-DSS) across all Council payment systems; • Timely completion of security assessments for all systems processing cardholder data; • Implementation of appropriate access controls and encryption measures for cardholder information; • Effective monitoring, reporting, and management of security incidents relating to cardholder data; and • Assurance that third-party suppliers and service providers meet contractual security obligations. Information and Cyber Security Policy 3.4 Key indicators include: • Adoption and embedding of the Council’s Security Standards Framework across all IT and information systems; • Reduction in the number and severity of information security and cyber incidents; Page 206 of 454
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• Completion of cyber security training for staff, including phishing simulation exercises; • Effective management of business continuity and disaster recovery arrangements; • Evidence of robust risk assessment and mitigation measures for both Council- managed and third-party systems; and • Regular reporting on compliance with cyber and information security policies to the Data Governance Board and the Business Management Team. Records and Information Management Policy 3.5 Key indicators include: • Consistent storage of records in line with Council functions and file plans; • Compliance with the Records Retention Schedule; and • Improved organisational awareness of guidance on naming, storing and disposing of records 4. Supporting documentation 4.1 Appendix 1 – Data Protection Policy – Version 8.0. 4.2 Appendix 2 – Payment Card Data Security Policy – Version 2.0 4.3 Appendix 3 – Information and Cyber Security Policy – Version 5.0 4.4 Appendix 4 - Records and Information Management Policy – Version 6.0. Rachel Blair Chief Officer (Legal and Democratic) Page 207 of 454
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☒ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ The report focuses exclusively on information governance, data protection, cyber security, payment card security, and records management policies. While these policies apply to all staff, elected members, and authorised users of Council information and IT systems, they do not introduce or amend any employment terms, HR procedures, or staff management policies. Any implications for staff relate solely to compliance with the information governance framework, training, and awareness obligations, rather than formal HR policy changes. If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☒ No ☐ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The updated information governance policies have been revised to ensure compliance with relevant statutory and regulatory requirements, including data protection legislation (e.g., the UK General Data Protection Regulation and Data Protection Act 2018), the Public Records (Scotland) Act 2011, Payment Card Industry Data Security Standard (PCI-DSS) obligations, and other applicable information and cyber security legislation. The legal impacts are primarily related to: Page 208 of 454
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• Ensuring the Council meets its statutory obligations for processing, storing, and sharing personal and sensitive information; • Clarifying responsibilities for compliance with international data transfer requirements; • Strengthening contractual and legal obligations for third-party suppliers and service providers; • Supporting legal accountability and evidencing decisions through robust records management practices. 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The report and the updated information governance policies have implications for the Council’s communications activities insofar as they guide the secure and compliant handling of information both internally and externally. This includes: • Ensuring any communication of personal or sensitive data complies with data protection legislation; • Requiring that information shared via Council communications channels (e.g., websites, social media, press releases) is managed in line with the Records and Information Management Policy and the Information and Cyber Security Policy; Page 209 of 454
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• Supporting consistent messaging regarding the Council’s approach to information governance, cyber security, and data protection obligations when interacting with the public, stakeholders, or partners. No proactive public communications campaign is required solely as a result of this report; however, staff awareness and internal communications may be required to support implementation of the updated policies. 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 report addresses key operational and strategic risks associated with information governance, data protection, cyber security, payment card security, and records management. Risk impacts are highlighted and managed as follows: • Assessment and Recording: o Information-related risks are recorded in the Council’s Corporate and Service Risk Registers, including risks relating to personal data breaches, cyber security incidents, and non-compliance with statutory or regulatory obligations. o Policy compliance and implementation risks are reviewed by the Data Governance Board and the Data Compliance Management Team. • Management and Mitigation: o Updated policies include clear roles and responsibilities, governance frameworks, and operational controls to mitigate identified risks. o Supporting standards, procedures, training, and monitoring mechanisms (e.g., IT system monitoring, phishing simulations, audits) ensure proactive risk management. o Third-party risks are addressed through contractual obligations, due diligence, and monitoring of supplier and service provider compliance. These measures ensure that information governance and associated risks are actively managed in alignment with corporate risk management processes. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Page 210 of 454
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5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 211 of 454
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Data Protection Policy Version 8.0, 19 March 2026 Page 212 of 454
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Data Protection Policy v8.0 Document control Title Data Protection Policy Governance group Data Governance Board Owner Rachel Blair, Chief Officer (Legal and Democratic) Contact BlairR@northlan.gov.uk Author Colette Cameron, Principal Solicitor (Information Governance) Contact CameronCol@northlan.gov.uk Revision history Version Originator Review start date Revision description and record of change 8.0 Colette Cameron 28 July 2025 Bi-annual review. 7.0 Collette Crainie 16 February 2023 Bi-annual review. 6.0 Paul Corrigan 26 March 2021 Bi-annual review. 5.0 Paul Corrigan 30 April 2020 Bi-annual review incorporating feedback from Data Governance Board and Data Management Team. 4.0 Gerry Gardiner 10 May 2018 To reflect the UK Genera Data Protection Regulations and Data Protection Act 2018. 3.0 Gerry Gardiner 15 November 2016 Bi-annual review. 2.0 Gerry Gardiner 04 July2014 Data Governance Board consultation. 1.0 Gerry Gardiner 22 February 2013 Data Governance Board consultation. Document approvals Version Governance group Date approved Date approval to be requested (if document still in draft) 8.0 Policy and Strategy Committee 19 March 2026 7.0 Policy and Strategy Committee 08 June 2023 6.0 Policy and Strategy Committee 03 June 2021 5.0 Policy and Strategy Committee 11 June 2020 4.0 Policy and Resources Committee 07 June 2019 3.0 Policy and Resources Committee 21 June 2017 2.0 Policy and Resources (Finance and Customer Services) Sub Committee 16 September 2014 1.0 Policy and Resources (Finance and Customer Services) Sub Committee 14 March 2013 Consultation record (for most recent update) Consultation status Stakeholders consulted between 15 March 2023 and September 2025 Stakeholders consulted and dates Data Governance Board Employment and Policy Team Data Management and Compliance Group Trade Unions (UNISON, UNITE, GMB and EIS) 10 September 2025 27 August 2025 17 February 2026 9 January 2026 Page 213 of 454
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Data Protection Policy v8.0 Strategic alignment Plan for North Lanarkshire Improving the Council’s Resource Base – A Workforce Strategy that is built around the needs of the Council (as a single resource base) to deliver the priority outcomes, ensuring future workforce requirements, new skills and innovative approaches, and succession planning are recognised. Digital and IT Strategy The Digital and IT Strategy bring together separate but related plans and policies that contribute to the development and delivery of our digital vision. The Data Protection Policy is one of these. It supports the strategy setting out how we protect personal data using principles, rules, and guidelines to make sure we continue to comply with data protection laws. Next review date Review date 01 May 2027 or earlier where there are changes to legislation, statutory guidance, or established best practice that require amendment. Page 214 of 454
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Data Protection Policy v8.0 Contents 1. Introduction ...................................................................................................................................... 5 2. Purpose ............................................................................................................................................. 5 3. Scope.................................................................................................................................................. 5 4. Governance ....................................................................................................................................... 6 5. Information risk ................................................................................................................................ 6 6. Data protection ................................................................................................................................ 7 7. Personal data .................................................................................................................................... 7 8. The data protection principles ....................................................................................................... 8 9. Discharging our responsibilities .................................................................................................... 9 9.1. The Controller ......................................................................................................................... 9 9.2. The Data Protection Officer (DPO) .................................................................................... 16 9.3. The Chief Executive and Chief Officers ............................................................................. 16 9.4. Business managers .............................................................................................................. 17 9.5. All users ................................................................................................................................. 17 10. Privacy by design and Data Privacy Impact Assessments (DPIAs) .......................................... 17 11. Data protection incidents and breaches .................................................................................... 18 12. Data protection fee ........................................................................................................................ 19 13. Documenting data processing activities ..................................................................................... 19 14. Sharing information with other Council services and third parties ....................................... 19 15. Data sharing .................................................................................................................................... 20 16. Transferring personal information outwith the UK or EEA ..................................................... 21 17. Rights of individuals ....................................................................................................................... 21 18. Product set ...................................................................................................................................... 23 Appendix 1: Glossary of terms ............................................................................................................ 24 Page 215 of 454
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Data Protection Policy v8.0 5 1. Introduction To deliver services effectively North Lanarkshire Council (the Council) needs to collect, process and hold large volumes of information which includes personal information (personal data) relating to current, past and prospective customers, clients, employees, workers, elected members, suppliers, and contractors. In addition, it may from time to time be required by law to process personal information to comply with the requirements of government departments and other public agencies. There are also instances where we process personal data for contractors and arms’ length external organisations and third parties process Council information which includes personal data. To deliver services effectively we need to collect, process, and hold large volumes of information relating to organisations and individuals. This includes personal data. 2. Purpose This Data Protection Policy sets out how we protect personal data to comply with data protection laws using: ▪ principles, ▪ rules, and ▪ guidelines. 3. Scope This policy is applicable to all personal data held by the Council whether in manual format via Council information technology systems accessed either on Council premises or via mobile or home-working equipment. Personal data held on removable devices and other portable media is also covered by this policy. The policy applies to all employees, workers, elected members, clients, suppliers, third party contractors and any other individuals or organisations who access Council information. This policy is not part of the contract of employment, and the Council may amend it at any time. However, it is a condition of employment that employees and others who obtain, handle, process, transport, store, and otherwise process personal data will adhere to the rules of the policy. Any breach of the policy by an employee will be taken seriously and may result in disciplinary action. Page 216 of 454
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Data Protection Policy v8.0 6 Elected members are required, in respect of their use of data, to comply with their obligations as set out in paragraphs 3.21 to 3.23, and 6.2 of the Councillors’ Code of Conduct and paragraphs 70 to 82 of the associated Guidance. Members need to be aware of the potential for personal liability under the relevant legislation, in respect of both criminal and civil court proceedings as well as the imposition of fines by the Information Commissioner. Guidance to organisations on the UK GDPR is available from the Information Commissioner’s Office website. 4. Governance This policy forms part of a suite of documents that are covered by the Digital and IT Strategy. The Data Governance Board has approval authority for, and oversight of, this policy. The Data Management and Compliance Group – as key stakeholders – oversee its review and consider its contents before referring it on for approval. The Chief Officer of Legal and Democratic – as the Council’s Senior Information Risk Owner – is accountable for its governance. The Data Protection team is responsible for the following activities: 1. Produce, publish, and promote this policy; 2. Give guidance on how to apply and comply with this policy through standards, procedures, and guidance notes – see product set for list and links; 3. Review every two years, with other reviews when needed. For example, following a critical security incident, new legislation, a significant threat, an audit action; and 4. Report to management teams, governance and working groups, committees, and scrutiny panels. 5. Information risk The collation and holding of information of any nature creates a risk of information falling into the hands of third parties or misuse of the information. To manage those risks the Council has in place a number of policies. Protecting the confidentiality and integrity of personal data is a critical responsibility that we take seriously at all times. The Council is exposed to potential fines of up to 20 million Euros (approximately £18 million) or 4% of its total annual turnover, whichever is higher and depending on the breach, for failure to comply with data protection law. Page 217 of 454
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Data Protection Policy v8.0 7 The Senior Information Risk Owner (SIRO) is the Chief Officer (Legal and Democratic). The SIRO’s duty is in respect of all information collected, held, and processed by the Council. The SIRO is not a position prescribed or regulated by legislation. It is a position recommended by the Information Commissioner. The SIRO is responsible for: 1. overall information risk and they will provide written advice on a regular basis to the Chief Executive on internal control and performance in respect of information risk; 2. assessing the impact of information risks on the Council and how the risks may be managed ensuring arrangements are put in place to mitigate risks. They will implement and lead information risk and management processes within the Council; and 3. advising the Corporate Management Team on effectiveness of information risk management across the Council. 6. Data protection The UK General Data Protection Regulation (the UK GDPR) sitting alongside the Data Protection Act 2018 (the Act) make provision for how personal data (information) about living individuals in any form including paper and electronic must be collected, processed and held. They impose restrictions on how the Council may process personal data, and a breach of the data protection laws could give rise to criminal and civil sanctions, including fines, as well as adverse publicity. The legislation also provides that: 1. special categories of personal data (that is, data relating to racial or ethnic origin, political opinions, religious or philosophical beliefs, trade union membership, and the processing of genetic data, biometric data, data concerning health, sex life, or sexual orientation); and 2. personal data relating to criminal offences and convictions shall only be collected and/or processed for certain specific lawful purposes. The Council can only process special categories of data and personal data relating to criminal offences and convictions where certain additional conditions apply. The Council has produced an appropriate policy document for such processing. ▪ For details of conditions for processing special categories of personal data see Article 9 of the UK GDPR and Schedule 1 of the Act. ▪ For details of conditions for processing personal data relating to criminal offences and convictions see Article 10 of the UK GDPR and Schedule 1 of the Act. 7. Personal data This policy adopts the definition of personal data contained in the UK GDPR. ▪ Personal data is any information relating to an identified or identifiable natural person who can be directly or indirectly identified in particular by reference to an identifier. ▪ Different pieces of information, which collected together can lead to the identification of a particular person, also constitute personal data. Page 218 of 454
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Data Protection Policy v8.0 8 ▪ Personal data that has been de-identified, encrypted or pseudonymised but can be used to re-identify a person remains personal data. ▪ Personal data that has been rendered anonymous in such a way that the individual is not or no longer identifiable is no longer considered personal data. For data to be truly anonymised, the anonymisation must be irreversible. ▪ Examples of personal data include: → a name and surname; → a home address; → an email address such as name.surname@company.com; → an identification card number; → CCTV images of an individual; → location data (for example the location data function on a mobile phone); → an Internet Protocol (IP) address; or → or a cookie ID. ▪ The following are examples of data which are not considered to be personal data: → a company registration number; → an email address such as info@company.com; and → anonymised data. 8. The data protection principles The UK GDPR requires organisations which handle personal data to collect, process, and hold personal and confidential information securely and responsibly. This includes destroying information safely when it is no longer required. The UK GDPR sets outs the following key principles. GDPR principle Description First: Lawfulness, fairness, and transparency (Section 35 of the Data Protection Act 2018; UK GDPR Article 5(1)(a)) Personal data shall be processed lawfully, fairly and in a transparent manner in relation to the data subject. Second: Purpose limitation (Section 36 of the Data Protection Act 2018; UK GDPR Article 5(1)(b)) Personal data shall be collected for specified, explicit and legitimate purposes and not further processed in a manner incompatible with those purposes. Page 219 of 454
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Data Protection Policy v8.0 9 GDPR principle Description Third: Data minimisation (Section 37 of the Data Protection Act 2018; UK GDPR Article 5(1)(c)) Personal data shall be adequate, relevant, and limited to what is necessary in relation to the purposes for which they are processed. Fourth: Accuracy (Section 38 of the Data Protection Act 2018; UK GDPR Article 5(1)(d)) Personal data shall be accurate and, where necessary, kept up to date; every reasonable step must be taken to ensure that personal data that are inaccurate are erased or rectified without delay. Fifth: Storage limitation (Section 39 of the Data Protection Act 2018; UK GDPR Article 5(1)(e)) Personal data shall be kept in a form which permits identification of data subjects for no longer than is necessary for the purposes for which the personal data are processed. Sixth: Integrity and confidentiality (Section 40 of the Data Protection Act; UK GDPR Article 5(1)(f)) Personal data shall be processed in a manner that ensures appropriate security of the personal data, including protection against: ▪ unauthorised or unlawful processing, and ▪ against accidental loss, destruction, or damage using appropriate technical or organisational measures. Seventh: Accountability (UK GDPR Article 5(2)) The Council is also responsible for, and must be able to demonstrate compliance with, the principles. 9. Discharging our responsibilities 9.1. The Controller In terms of the legislation, the Council will normally be the Data Controller. In some cases, the Council may be acting as: ▪ a Joint Data Controller in conjunction with another organisation; or ▪ a data processor, for example, where it is providing services to an external or arms-length organisation and is processing information of which that organisation is data controller and under their instruction in connection with provision of that service. To ensure compliance with the data protection principles, the Council will: • Observe fully conditions regarding the lawful, fair, and transparent collection and use of data. • Meet its obligations to specify the purposes for which data is used. • Collect and process appropriate data and only to the extent that it is required to fulfil operational needs or to comply with any legal requirements. • Ensure the accuracy of the data used. Page 220 of 454
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Data Protection Policy v8.0 10 • Put in place arrangements to determine the length of time the data is held. • Take appropriate measures to keep the data secure. 9.1.1 Joint Controllers In some circumstances, the Council and a partner organisation or contractor may consider that both parties are involved in making decisions about the processing of personal data. Where two or more controllers jointly determine the purposes and means of processing, they are known as joint controllers. In such circumstances, the roles and responsibilities of all parties must be clearly documented and made available to data subjects, to give data subjects an understanding of how their personal data will be processed and by whom. It must be clear who the data subject should contact in each organisation to exercise their rights under the data protection legislation. It must also be clear which party will fulfil the legislative requirements in relation to the provision of privacy notices to data subjects and these privacy notices should explain the joint controller relationship in a clear and transparent way. Page 221 of 454
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Data Protection Policy v8.0 11 Compliance with the data protection principles 1. Lawful, fair, and transparent obtaining and processing The Council may only collect, process, and share personal data fairly and lawfully and for specified purposes. The law restricts our actions regarding personal data to specified lawful purposes. These restrictions are not intended to prevent processing, but ensure that we process personal data fairly, lawfully and without adversely affecting the data subject. Lawful basis ▪ It is essential that the legal ground (lawful basis) being relied on for each processing activity is identified and documented. ▪ The lawful bases for processing personal information are as follows. At least one of these must apply when you process personal data: → Consent – the individual has given clear consent for you to process their data for a specific purpose. → Contract – the processing is necessary for a contract you have with the individual, or because they have asked you to take specific steps before entering into a contract. → Legal obligation – the processing is necessary for you to comply with the law (not including contractual obligation). → Vital interests – the processing is necessary to protect someone’s life. → Public task – the processing is necessary for you to perform a task in the public interest or for your official functions, and the task or function has a clear basis in law. → Legitimate interests – the processing is necessary for your legitimate interests or the legitimate interests of a third party, unless there is a good reason to protect the individual’s personal data which overrides those legitimate interests. (This cannot apply if you are a public authority processing data to perform your official tasks). ▪ For the majority of processing or personal data carried out by the Council the public task condition will be the appropriate lawful basis, however, it is very important that the appropriate lawful basis or bases are identified at the outset of the processing activity and these will vary depending on the nature and circumstances of the processing in question. Special category data ▪ For the processing of special category data, a further additional lawful basis for processing requires to be satisfied. Special category data under data protection law relates to information about an individual’s:- → race or ethnic origin, → politics, → religion, → trade union membership, → genetics, → biometrics (for ID purposes), → health, → sex life, or → sexual orientation. Page 222 of 454
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Data Protection Policy v8.0 12 Compliance with the data protection principles ▪ There are extensive lawful bases within Schedule 1 of the Act for processing in relation to special categories of personal data and data relating to criminal convictions. Advice should be sought from the Information Governance Team via the Data Protection mailbox at DataProtection@northlan.gov.uk in relation to proposed processing of such data. Using personal data ▪ The Council will be clear when telling people how their personal information will be used. This requirement to tell people will always apply, no matter how the information is gathered (for example, paper forms, email, surface mail correspondence, web data collection forms, or any other method). We must say clearly in all of these methods how we will process people’s personal information. ▪ This should principally be achieved by the use of privacy notices. ▪ Privacy notices are a legal requirement. They inform data subjects about the collection and use of their personal data. This relates to the requirement under the legislation that processing of personal data should be transparent. ▪ Privacy notices should provide individuals with information about our purposes for processing their personal data, how long their data may be retained and with whom it may be shared. This information should be available to individuals at the point of collection of their data. The Council’s general privacy notice and other service specific privacy notices can be found on our website. ▪ Services should develop their own privacy notices to provide more specific information in relation to particular categories of processing of personal data in relation to their functions. Privacy notices should be regularly reviewed and developed to ensure that they provide accurate and adequate information about the Council’s processing activity. Consent In many cases, the Council may process personal information without the consent of the data subject where this is required or permitted by law. However, the Council will ask for an individual’s informed consent if this is needed (the individual must understand what their information will be used for and how it will be shared and stored) (see first data protection principle). Unless the Council can rely on another legal basis of processing, explicit consent will be required for processing special categories of personal data. ▪ An individual consents to tprocessing of their personal data if they indicate agreement clearly either by a statement or positive action to the processing. Consent requires affirmative action so silence, pre-ticked boxes or inactivity are unlikely to be sufficient. The individual may be asked to sign or to tick a box to give their consent. If consent is given in a document which deals with other matters, then the consent must be kept separate from those other matters. ▪ Individuals must be easily able to withdraw consent to processing at any time and withdrawal must be promptly acted upon. Consent will need to be refreshed if the Council intends to process personal data for a different and incompatible purpose which was not disclosed when the individual first consented. ▪ The Council will need to evidence consent captured and keep records of all consents so that we can demonstrate compliance with consent requirements. Page 223 of 454
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Data Protection Policy v8.0 13 Compliance with the data protection principles 2. Purpose limitation Personal data must be collected only for specified, explicit and legitimate purposes. It must not be further processed in any manner incompatible with those purposes. ▪ The Council cannot use personal data for new, different, or incompatible purposes from those disclosed when it was first obtained, unless consent is obtained or there is a clear obligation or function set out in law. ▪ Where information is used for a purpose other than for which it was obtained, privacy information should be updated accordingly to ensure data subjects are so aware. 3. Data minimisation Personal data must be adequate, relevant, and limited to what is necessary in relation to the purposes for which it is processed. The Council: ▪ may only process personal data when required to do so in performance of its duties; ▪ cannot process personal data for any unrelated purposes; ▪ will not collect excessive data; and ▪ will ensure that any personal data collected is adequate and relevant for the intended purposes. When personal data is no longer needed for specified purposes, it should be deleted or anonymised in accordance with the Council’s data retention guidelines. 4. Accuracy The Council must make sure that all personal information that it holds is accurate and, where necessary up to date (see fourth data protection principle). ▪ Information should be reviewed regularly, and service managers must have procedures in place to make sure that inaccurate or out of date information is updated. ▪ Information which the Council no longer needs to hold must be destroyed in line with the Council’s guidelines on Information Security. 5. Storage limitation Personal data must not be kept in an identifiable form for longer than is necessary for the purposes for which the data is processed. ▪ The Council must not keep personal data in a form which permits the identification of individuals for longer than needed for the legitimate business purpose or purposes for which we originally collected it, including for the purpose of satisfying any legal, accounting or reporting requirements. ▪ The Council will maintain retention policies and procedures to ensure personal data is deleted after a reasonable time for the purposes for which it was being held; unless a law requires such data to be kept for a minimum time. Page 224 of 454
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Data Protection Policy v8.0 14 Compliance with the data protection principles ▪ The Council will take all reasonable steps to destroy or erase from our systems all personal data that we no longer require in accordance with all the Council's applicable records retention schedules and policies. This includes requiring third parties to delete such data where applicable. ▪ Individuals will be informed of the period for which data is stored and how that period is determined. 6. Security, integrity, and confidentiality Personal data must be secured by appropriate technical and organisational measures against unauthorised or unlawful processing, and against accidental loss, destruction, or damage. We will continue to develop, implement, and maintain safeguards appropriate to our size, scope and business, our available resources, the amount of personal data that we own or maintain on behalf of others and identified risks (including use of encryption and pseudonymisation where applicable). We will regularly evaluate and test the effectiveness of those safeguards to ensure security of our processing of personal data. Personal data may only be transferred to third party service providers who agree to comply with the policies and procedures required by the Council and who agree to put adequate measures in place, as requested. The confidentiality, integrity and availability of personal data must be maintained, that is – ▪ Confidentiality: only people who have a need to know and are authorised to use the personal data can access it. ▪ Integrity: personal data is accurate and suitable for the purpose for which it is processed. ▪ Availability: authorised users are able to access personal data when they need it for authorised purposes. 7. Data processors The law requires the Council to put in place a written contract with each third-party data processor, which contract must meet specific minimum requirements, including procedures and policies to maintain the security of all personal data from the point of collection to the point of destruction. Processing of personal data on the Council’s behalf may only take place under the written instruction of the Council and must comply with Section 59 of the Data Protection Act 2018 and Article 28 of the UK GDPR. Personal data may only be transferred to a third-party data processor if the processor agrees in writing to comply with those minimum requirements. Data processing agreements must meet the following criteria:- • The agreement must be in writing; • The processor must be able to provide sufficient guarantees that they are able to implement appropriate technical and organisational measures to ensure the protection of the personal data being processed on the Council’s behalf; • The processor may not appoint any sub processor without authorisation from the Council’s behalf; Page 225 of 454
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Data Protection Policy v8.0 15 Compliance with the data protection principles • The processor may not appoint any sub processor without authorisation from the Council, and the Council must be informed of any intended changes in relation to sub processors; • The processor must remain liable for any sub processor(s) and the sub processor must be subject to the same obligations as the processor; • The processor must only process personal data under documented instruction from the Council; • The processor must not make any decisions about the purposes for which the personal data may be processed; • The processor’s staff which process personal data must be subject to an obligation of confidentiality; • The processor must ensure the security of processing; • The processor must assist the Council in relation to Data Subject rights requests; • The processor must assist the Council in relation to security, breach notification, and data protection impact assessments; • The processor must provide assistance with demonstrating compliance with data protection legislation and must cooperate with audits and inspection by the Council or their appointed auditor; • The agreement must describe how personal data will be transferred back to the Council at the end of the agreement and securely deleted by the processor, unless there are legal reasons for the processor retaining the data. The above terms may be included in the main contract or can be the subject of a separate data processing agreement. 8. ICO assessments, audits, investigations, and action The Council must co-operate with any data protection assessment, audit or investigation carried out or action taken by the Office of the Information Commissioner (ICO). Everyone subject to this policy must assist with any such assessment, audit, investigation, or action as required by the ICO and / or the Council. Page 226 of 454
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Data Protection Policy v8.0 16 9.2. The Data Protection Officer (DPO) The Council is required to appoint a DPO. The DPO is currently the Legal Manager (Governance and Information). Their responsibility is in respect of personal data, collected, held, and processed by the Council. They will be involved, properly and in a timely manner, in all issues which relate to the protection of personal data. The DPO’s responsibilities include the following: - ▪ Ensuring that → the Council complies with the data protection laws, → the Council and Council staff are fully informed of their own legal responsibilities and training of staff, and → necessary arrangements are in place for dealing where appropriate with subject access requests that relate to more than one service of the Council. ▪ Developing and managing the Council’s Data Protection Policy, including development, implementation and enforcement of this policy and data protection procedures. ▪ Reporting on the Council’s compliance with the data protection laws to the SIRO on a six- monthly basis. ▪ Providing advice when requested as regards data protection impact assessments and monitor their performance; ▪ Co-operating with, acting as a point of contact for, and consulting with the ICO, as required. 9.3. The Chief Executive and Chief Officers The Chief Executive and each Chief Officer’s responsibilities include the following. ▪ Ensuring that → the information under their control is collected, processed, and held in accordance with this policy and the data protection laws, → necessary arrangements, including nominated officers, are in place to deal with subject access requests, → necessary arrangements are in place within their Service for the secure disposal of personal data, and → all processing of personal information complies fully with all the provisions of the data protection laws and this policy. ▪ Nominating lead contacts for data protection responsibility within their Services to the DPO; and immediately reporting changes of contact details to the DPO. ▪ Identifying and documenting → all categories of personal information held within their service, → all processing applied to that personal information, and → how long personal information needs to be held within each Service. ▪ Implementing → procedures for the secure destruction of any personal information immediately when the Council no longer needs to keep it, → arrangements and procedures as necessary for the safekeeping and preservation of all personal information held by their Services and ensuring that no one can get unlawful access to personal information that is held, and Page 227 of 454
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Data Protection Policy v8.0 17 → procedures and issuing instructions to make sure that every person who has access to personal information held by their Service makes use of that information only for the purposes for which that information is held. 9.4. Managers Managers’ responsibilities include: ▪ Ensuring that → employees and workers know what they have to do under the data protection laws and are trained in data protection, → confirming to the DPO when appropriate training has been undertaken by employees and maintaining records of training, → disciplinary action up to the point of dismissal is taken where an employee or worker has deliberately breached the terms of the data protection laws or this policy or of any of the Council’s own procedures, → employees and workers know that they could face criminal proceedings if they deliberately or recklessly destroy information, obtain information or disclose it unlawfully. → personal information held is accurate and up to date. ▪ Determining whether a Data Privacy Impact Assessment (DPIA) needs to be undertaken and, if so, putting in place appropriate arrangements to ensure that such a DPIA is undertaken and completed. The DPIA and Guidance can be found at the following link:- DPIA Guidance and Lawful Bases Ver 0.3.docx 9.5. All users All users must: ▪ Observe and comply with the data protection principles. ▪ Ensure that: → personal information is properly protected at all times – this requires continued compliance with the data protection laws, this policy and all other Council information policies, procedures, and guidance, and → individual archives, or any personal records they hold, are not retained when they are no longer required. ▪ Report any observed or suspected breach of this data protection policy or related information procedures and guidance. 10. Privacy by design and Data Privacy Impact Assessments (DPIAs) We are required to implement privacy by design measures when processing personal data by implementing appropriate technical and organisational measures (like pseudonymisation) in an effective manner, to ensure compliance with data privacy principles. Pseudonymisation describes removing or replacing information within data set which identifies an individual. Page 228 of 454
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Data Protection Policy v8.0 18 Users must assess what privacy by design measures can be implemented on all programs, systems and processes that process personal data by considering the following: ▪ the state of the art; ▪ the cost of implementation; ▪ the nature, scope, context, and purposes of processing; and ▪ the risks of varying likelihood and severity for rights and freedoms of data subjects posed by the processing. The Council must also conduct DPIAs in respect to high-risk processing. Services should conduct a DPIA (and discuss the findings with the DPO) when implementing major system or business change programs involving the processing of personal data including: → use of modern technologies (programs, systems, or processes), or changing technologies (programs, systems, or processes); → automated processing including profiling and automated decision making; → large scale processing of special categories of data; and → large scale, systematic monitoring of a publicly accessible area. A DPIA must include: 1. a description of the processing, its purposes and the Council's legitimate interests, if appropriate; 2. an assessment of the necessity and proportionality of the processing in relation to its purpose; 3. an assessment of the risk to individuals; and 4. the risk mitigation measures in place and demonstration of compliance. The DPO is responsible for producing guidance on DPIAs and reviewing the guidance every alternate year commencing October 2012. 11. Data protection incidents and breaches The UK GDPR requires data controllers to keep a written record of data breaches, near misses or incidents. This is kept by the Council’s DPO. ▪ Where any breach is assessed as resulting in a risk to the rights and freedoms of the individual(s) affected there is a requirement to notify the ICO of the breach within 72 hours of the breach occurring. ▪ Where the breach is likely to result in a high risk to the rights and freedoms of affected individuals the UK GDPR requires that the individual(s) is/are informed without undue delay. All incidents must be reported using the Data Breach Notification Form, whether or not the incident results in a breach of the data protection laws and/or actual damage or loss to any person, to the DPO in accordance with the Data Protection Breach and Incident Management Protocol. To assist you in completing the Data Breach Notification form, please access the relevant guidance 2024 06 13 Personal Data Breach Guidance.docx The DPO will take appropriate action in respect of the incident, in accordance with the said protocol. Incidents are defined/explained the protocol. Page 229 of 454
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Data Protection Policy v8.0 19 12. Data protection fee It is the responsibility of the DPO to ensure payment of the annual data protection fee to the ICO and to provide all information required by the ICO when doing so. 13. Documenting data processing activities The Council must document and maintain a written record of its data processing activities. The DPO is responsible for ensuring that all categories of personal information and data subjects held by the Council are documented, including: 1. the uses to which the information is put; 2. the categories of recipients of the personal information; 3. details of transfers to third countries (including the transfer mechanism safeguards in place); 4. the period for which the information will be held; and 5. a description of the technical and organisational measures in place to keep the information secure. To enable the documentation to be kept up to date at all times, it is the responsibility of the Chief Executive, the Depute Chief Executive and each Chief Officer to advise the DPO immediately of any: ▪ new categories of information or data subjects held in his/her service; ▪ changes in the uses to which his/her service is putting any personal information his/her service holds; ▪ categories of personal information or data subjects which are no longer held by his/her service; ▪ changes in categories of recipients of personal information held in his/her service; ▪ changes in the transfer of personal information to third countries (including the transfer mechanism safeguards) in his/her service; ▪ changes in the retention periods for personal information held in his/her service; and ▪ changes in the technical and organisational measures in place to keep information secure in his/her service. 14. Sharing information with other Council services and third parties The Council must protect against processing personal information unlawfully. In most cases personal information can only be shared between Council services and/or third parties where the individual concerned knows that such sharing may happen and where the processing complies with the data protection principles. The first data protection principle states that personal information shall be processed fairly, lawfully and in a transparent manner. Page 230 of 454
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Data Protection Policy v8.0 20 Personal data that is provided to a service within the Council is not automatically available to all other Council services. ▪ It is important to understand the purpose or purposes for which the information was originally obtained and whether the data subject would reasonably anticipate that this information would be shared with another Council service. ▪ Personal information can be shared between Council services where there is a lawful basis to do so, and data subjects are aware of how the data will be used. Where a request for personal information is received from a third party, the identity of the requester and the need for the information must be known before consideration is given to providing it. ▪ Personal information can be given to the police or the procurator fiscal to help with a criminal investigation and to certain statutory authorities/agencies (such as DWP and HMRC). ▪ This only applies in certain circumstances, so such requests for disclosure must be made in writing, providing details of the data subject, reason for disclosure, name of requesting officer and certification by a senior officer. ▪ A record must be kept of all such disclosures by services and a report made available to the DPO immediately upon request. In all cases, if there are any concerns at all about an enquirer or their enquiry, information must not be given out, and the enquiry should be referred to the DPO. 15. Data sharing Generally, the Council is not allowed to share personal data with third parties unless certain safeguards and contractual arrangements have been put in place. Services and officers might be approached and asked if the Council will enter into a data sharing agreement with another organisation. A data sharing agreement addresses arrangements whereby one organisation shares personal data with another organisation. The Council will only share personal data it holds with third parties if: 1. they have a need to know the information for the purposes of providing the contracted services; 2. sharing the personal data complies with the Data Protection Principles; 3. the third party has agreed to comply with the required data security standards, policies and procedures and put adequate security measures in place; 4. the transfer complies with any applicable cross border transfer restrictions; and 5. any necessary information sharing or data processing agreements are in place. A statutory Data sharing: a code of practice | ICO in respect of data sharing arrangements between organisations has been issued by the ICO under Section 121 of the Data Protection Act 2018. The code explains how the 2018 Act applies to the sharing of personal data. It provides practical advice to organisations that share personal data and covers systematic data sharing arrangements as well as ad hoc or one-off requests to share personal data. Page 231 of 454
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Data Protection Policy v8.0 21 Data sharing agreements should be approved by the business manager for the service concerned and the negotiation and adjustment of the necessary legal documentation should be referred to the DPO and the Chief Officer of Legal and Democratic services, who will hold the signed completed agreements. The Council holds a record of all data sharing agreements. 16. Transferring Personal Information Outwith the UK or EEA Both the UK GDPR and the Data Protection Act 2018 put restrictions on the transfer of personal data to countries outwith the UK. These restrictions are to ensure that such transfers do not undermine the level of protection for personal data. The Council will not transfer personal data outside the European Economic Area (EEA) unless this cannot be avoided. 1. The Council will only transfer data outside the UK and the EEA when it is satisfied that the party which will handle the data and the country it is processing it in will provide adequate safeguards for personal privacy. Transfers may take place to third countries which are the subject of “adequacy regulations” by the UK Government. Currently these countries and territories are Austria, Belgium, Bulgaria, Croatia, Cyprus, Czech Republic, Denmark, Estonia, Finland, France, Germany, Greece, Hungary, Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta, Netherlands, Poland, Portugal, Romania, Slovakia, Slovenia, Spain, Sweden, Iceland, Norway, Liechtenstein, Gibraltar, Andorra, Argentina, Faroe Islands, Guernsey, Isle of Man, Israel, Jersey, New Zealand, Switzerland, Uruguay, Japan (only private sector organisations), and Canada (only covers data subject to Canada's Personal Information Protection and Electronic Documents Act). 2. Transfers may also take place where the recipient in the third country has provided appropriate safeguards, and on condition that enforceable data subject rights and effective legal remedies for data subjects are available. Examples of appropriate safeguards are:- • Standard clauses adopted by the UK Government • Binding corporate rules • Contract clauses authorised by the Information Commissioner 3. The advice of the Data Protection Officer should be sought in relation to such issues. 4. If the Council need to transfer any personal information overseas in relation to a particular activity, this will be explained in the specific privacy statements relating to that function along with a description of the protective measures we have put in place to keep it secure. 17. Rights of individuals Page 232 of 454
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Data Protection Policy v8.0 22 All users must respect the rights of all individuals (data subjects), including employees and elected members. These include rights to: ▪ receive certain information about the Council’s processing activities; ▪ request access to their personal data that we hold; ▪ prevent our use of their personal data for direct marketing purposes; ▪ ask us to erase personal data; → if it is no longer necessary in relation to the purposes for which it was collected or processed, → to rectify inaccurate data, or → to complete incomplete data; ▪ restrict processing in specific circumstances; ▪ challenge processing which has been justified on the basis of our legitimate interests or in the public interest; ▪ object to decisions based solely on automated processing, including profiling; ▪ prevent processing that is likely to cause damage or distress to the data subject or anyone else; ▪ where processing is based on consent, withdraw consent to processing at any time; ▪ be notified of a personal data breach which is likely to result in high risk to their rights and freedoms; ▪ make a complaint to the ICO; and ▪ in limited circumstances, receive or ask for their personal data to be transferred to a third party in a structured, commonly used, and machine-readable format. Page 233 of 454
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Data Protection Policy v8.0 23 The identity of an individual requesting data under any of the rights listed above should be verified before disclosing any personal information. 18. Product set The table below lists documents in the Data Protection Policy product set and other related products. This may include links to other file types, websites, and IT systems. ▪ Those listed under policies, procedures and guidance are the responsibility of the Data Protection team. ▪ Those listed under related products are the responsibility of other teams or services. Product type Product Procedures ▪ Data Breach Notification Form ▪ Data Protection Breach and Incident Management Protocol ▪ Data Protection Impact Assessment Template ▪ Data protection procedures and guidance ▪ Register of Data Sharing Agreements Guidance ▪ DPIA and Lawful Bases ▪ SAR Guidance Related products ▪ Acceptable Use of IT Policy ▪ Digital and IT Strategy ▪ Discipline Policy ▪ Information Asset Register ▪ Information Security Policy ▪ Records and Information Management Policy ▪ Records Retention Schedule ▪ Risk Management Strategy ▪ Privacy notice Legislation, regulations, and government guidance ▪ Councillors’ Code of Conduct ▪ Data Protection Act 2018 ▪ Schedule 1 of the Data Protection Act 2018 ▪ Section 121 of the Data Protection Act 2018 ▪ ICO guidance on the UK General Data Protection Regulation ▪ ICO Data Sharing Code of Practice ▪ ICO guidance to organisations on the UK GDPR ▪ ICO Special Category Data ▪ The Data Protection, Privacy and Electronic Communications (Amendments etc.) (EU Exit) Regulations 2020 ▪ UK General Data Protection Regulation ▪ Article 9 of the UK GDPR ▪ Article 10 of the UK GDPR Page 234 of 454
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Data Protection Policy v8.0 24 Appendix 1: Glossary of terms Term Description The Act Data Protection Act 2018 All Users All parties who have access to Council information including employees, elected members and third-party contractors and any other individuals or organisations who access Council information. Council Information Council information includes data, records, paper, and digital formats. Controller The people or organisations who determine the purposes for which, and the manner in which, any personal data is processed. They have a responsibility to establish practices and policies in line with the data protection laws. The Council is the controller of all personal data used in its business. Data Protection Laws The UK GDPR and the Act DPO Data Protection Officer DWP Department of Work and Pensions The UK GDPR UK General Data Protection Regulation HMRC Her Majesty's Revenue & Customs ICO Office of the Information Commissioner Personal Data Any information relating to an identified or identifiable natural person (‘data subject’); an identifiable natural person is one who can be identified, directly or indirectly, in particular by reference to an identifier such as a name, an identification number, location data, an online identifier or to one or more factors specific to the physical, physiological, genetic, mental, economic, cultural or social identity of that natural person. Special Category Personal Data Special categories of personal data means personal data revealing racial or ethnic origin, political opinions, religious or philosophical beliefs, or trade union membership, and the processing of genetic data, biometric data for the purpose of uniquely identifying a natural person, data concerning health or data concerning a natural person’s sex life or sexual orientation. Page 235 of 454
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Data Protection Policy v8.0 25 Term Description Processing Any operation or set of operations which is performed on personal data or on sets of personal data, whether or not by automated means, such as collection, recording, organisation, structuring, storage, adaptation or alteration, retrieval, consultation, use, disclosure by transmission, dissemination or otherwise making available, alignment or combination, restriction, erasure or destruction. Processor Any person who processes personal data on behalf of a controller such as the Council. Council employees are excluded from this definition, but it could include suppliers which handle personal data on behalf of the Council, for example where the Council outsources IT, payroll, paper waste disposal, and mail shot / marketing services. SIRO Senior Information Risk Owner. Page 236 of 454
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PAYMENT CARD DATA SECURITY POLICY VERSION 2.0, MARCH 2026 Page 237 of 454
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Payment Card Data Security Policy v2.0 Document control Title Payment Card Data Security Policy Owner Chief Officer (Legal and Democratic) Contact InformationRiskAndAssuranceTeam @northlan.gov.uk Governance group Data Governance Board Author Information Compliance Officer Contact InformationRiskAndAssuranceTeam @northlan.gov.uk Revision History Number Originator Date review commenced Revision description/record of change 2.0 Information Risk Manager 28 February 2025 Two-yearly review and change of writing style from second to third person. 1.0 Information Risk Manager None New policy. Document Approvals Number Governance group Date approval granted Date approval to be requested (if document still draft) 2.0 Policy and Strategy Committee 19 March 2026 1.0 Policy and Strategy Committee 08 June 2023 Consultation Record (for most recent update) Status of document consulted upon Stakeholders consulted between 11 March 2025 and 22 December 2025. Stakeholders consulted and dates Data Management Team Technology Strategy Manager Data Governance Board PCI DSS Governance Board Corporate Management Team 11 March 2025 11 March 2025 26 March 2025 03 April 2025 22 December 2025 Strategic Alignment Plan for North Lanarkshire Improving North Lanarkshire’s resource base – Build a workforce for the future capable of delivering on our priorities and shared ambition. Digital and IT Strategy The Digital and IT Strategy is critical to enabling the Council to deliver on its vision. It sets the standards and provides the direction for the strategies, policies, and plans which enable the delivery of critical public services, business as usual activities and the investment programmes of work. The Payment Card Data Security Policy is one of these. It supports the strategy by providing a safe framework for processing, storing and transmitting payment card and cardholder details in line with mandatory worldwide standards. Next review date Review date March 2028 Page 238 of 454
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Payment Card Data Security Policy v2.0 Contents 1 Introduction ...................................................................................................................................... 1 2 Purpose ............................................................................................................................................. 1 3 Scope.................................................................................................................................................. 3 4 Governance ....................................................................................................................................... 3 5 Policy compliance............................................................................................................................. 4 6 Policy objectives ............................................................................................................................... 5 7 Security controls............................................................................................................................... 5 7.1 Managing risk ......................................................................................................................... 5 7.2 Managing information .......................................................................................................... 6 7.3 Operational security .............................................................................................................. 6 7.4 Physical security ..................................................................................................................... 7 7.5 Third-party supplier and service provider security ........................................................... 8 7.6 Training and awareness ........................................................................................................ 9 8 Product set ........................................................................................................................................ 9 Appendix A: Payment card data handling roles and responsibilities ............................................ 11 Page 239 of 454
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Payment Card Data Security Policy v2.0 1 1 Introduction North Lanarkshire Council (the Council) takes credit and debit card payments for a range of goods and services – such as theatre tickets, special uplifts, council tax and housing rents. The Council must take card payments in a way that protects it and its customers from data breaches and fraud. This policy sets out how the Council – and anyone who operates on its behalf to deliver or supply services – process credit and debit card payments securely in line with the Payment Card Industry Data Security Standard (PCI-DSS). Managed by the Payment Card Industry Security Standards Council, this is a mandatory information security standard that applies worldwide to every organisation that stores, processes, or transmits cardholder data. It helps: ▪ reduce the likelihood of credit and debit card fraud; ▪ protect the processing, storage, and transmission of card and cardholder details; and ▪ secure how the Council handles data and its exposure to compromise. The Council uses the following payment channels. 1. Online – self-service; customers make payments through websites and web services. 2. Point-of-sale payment card machine – face to face; customers pay at a Council facility. 3. Telephone – remote and self-service; customers speak to agents over the phone and make payments using an automated system. PCI-DSS is mandatory. The consequences of non-compliance include financial penalties, no longer being allowed to process card payments, loss of revenue, and reputational damage. 2 Purpose This policy provides a framework to effectively protect the security of all card payments the Council receives and processes. It makes sure the Council ▪ handles all payment card data and cardholder details securely, and ▪ complies with all PCI-DSS requirements. Page 240 of 454
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Payment Card Data Security Policy v2.0 2 In doing so, it balances the benefits and risks of processing card payments, in line with the three core principles of information security – known as the CIA triad. Confidentiality Only those who should see it, do see it. Integrity Information is correct and kept up to date, and only used for its intended purpose. Availability Authorised users have access to information when they need it. This policy defines the security measures designed to protect and minimise threats to all three elements of the CIA triad for processing information via card payments at the OFFICIAL- SENSITIVE tier, as per the UK Government’s Security Classification Policy. It is a corporate risk control factor and aligns with the following. ▪ Digital and IT Strategy – this brings together separate but related plans and policies, including this one, that contribute to the Council’s digital vision. ▪ Its sister policies that help secure information. ▪ Data Protection ▪ Information and Cyber Security ▪ Records and Information Management ▪ Acceptable Use of IT Policy – this informs the Council’s IT users on how to appropriately use IT assets to access, store and process information. ▪ The Information Classification and Handling Security Standard – how to classify and handle information while safeguarding its confidentiality, integrity and availability. ▪ Any third-party supplier or service provider contractual compliance obligations. ▪ Legislative and regulatory compliance obligations and guidance. This includes: ▪ Computer Misuse Act 1990 ▪ Copyright, Designs and Patents Act 1988 ▪ Cyber Resilient Scotland: strategic framework – Public Sector Action Plan ▪ Data Protection Act 2018 ▪ General Data Protection Regulations ▪ Government Security Classifications ▪ Payment Card Industry Data Security Standard ▪ Public Bodies (Joint Working) (Scotland) Act 2014 ▪ Public Records (Scotland) Act 2011 ▪ Public Services Network Connection Compliance CIA triad Availability Confidentiality Integrity Page 241 of 454
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Payment Card Data Security Policy v2.0 3 3 Scope This policy applies to all aspects of payment card data security, including the following. 1. All IT assets – systems, services, and devices – that the Council uses to store, process, transmit or receive payment card data and cardholder details – including how it specifies, designs, develops, installs, operates, connects, uses, and decommissions them. 2. All information assets relating to card payments – data, files, documents, records and knowledge – that it creates or receives from third parties, stores and processes in the following formats. ▪ Digital: IT and communication systems containing data, records, and digital files hosted within the Council IT network and on cloud-based services. ▪ Paper: Printed or handwritten, stored in Council and authorised third-party locations. ▪ Spoken: Two or more people communicating by talking or using sign language – in person, over the phone, in online meetings – including using interpreters for signing and spoken languages other than English. 3. Every authorised person who processes, accesses or otherwise handles payment card data and cardholder details on the Council’s behalf. This includes all employees, Councillors, contractors, consultants, third-party suppliers and service providers, temporary agency staff, modern apprentices, students, volunteers, and anyone else with authorised access. 4 Governance The Policy and Strategy Committee has approval authority for, and oversight of, this policy. The Data Management Compliance Group (formerly Data Management Team), the Data Governance Board then the PCI DSS Governance Board – as key stakeholders – oversee its review and consider its contents before referring it on for approval. The Chief Officer of Legal and Democratic – as the Council’s Senior Information Risk Owner – is accountable for its governance. The Information Risk and Assurance team is responsible for the following activities. 1. Produce, publish and promote this policy. 2. Give guidance on how to apply and comply with this policy through standards, procedures and guidance notes – see product set for list and links. 3. Review every two years, with other reviews when needed. For example, following a critical security incident, new legislation, a significant threat, an audit action. 4. Report to management teams, governance and working groups, committees and scrutiny panels. Page 242 of 454
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Payment Card Data Security Policy v2.0 4 5 Policy compliance Every person who processes card payments and or handles cardholder data in the course of Council- related work or in an official capacity, must comply with this policy, and all the policies, standards, procedures and guidance it references. This includes: 1. only using the data for its intended purpose – unless authorised to do otherwise; 2. maintaining its confidentiality and integrity; 3. keeping it safe; and 4. only using Council managed devices to access Council information and systems, and conduct Council business – subject to limited exceptions detailed in the Acceptable Use of IT Policy and excluding third parties delivering services on its behalf as defined in individual contracts. Appendix A describes the roles and responsibilities of the following key people and groups in supporting, promoting and complying with this policy. ▪ Chief Executive ▪ Chief Officer of Finance and Technology ▪ Data Governance Board ▪ Senior Information Risk Owner ▪ Technology Strategy Manager ▪ Third-party suppliers and service providers ▪ Corporate Management Team ▪ PCI DSS Governance Board ▪ Data Management Compliance Group ▪ Information Risk Manager ▪ All Managers ▪ Everyone in the scope of this policy. Important note regarding the acceptable use of IT Everyone must understand that – in line with the Acceptable Use of IT Policy – the Council: ▪ routinely carries out a range monitoring activities of its IT assets for compliance, security, operational, performance, and maintenance purposes; ▪ reserves the right to formally investigate individual usage – by exception and under strict controls – to help identify potential prohibited use or misuse, as per the Discipline Policy; and ▪ will refer any suspected unlawful acts to the appropriate authorities – this includes the police, and professional and regulatory bodies. Page 243 of 454
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Payment Card Data Security Policy v2.0 5 6 Policy objectives This policy sets the Council’s strategic position and lays the foundations for effective payment card data security. Its key objectives are as follow. 1. Show clear executive-level understanding of the value of information and the need to make resources available to protect card data, including the IT infrastructure and systems that to store, process and transmit it. 2. Show key stakeholders – such as elected members, residents, customers and service users – that the Council treats and protects cardholder data in line with its value and sensitivity. 3. Help everyone who processes card payments and or handles cardholder data on behalf of the Council to understand: a. why they must protect its confidentiality, integrity, and availability; b. the controls it uses to protect this information; and c. their role in this. 4. Make sure third-party suppliers and service providers: a. understand – at an organisational and individual level – their responsibilities and contractual obligations in relation to all relevant security measures; and b. can demonstrate their compliance with Council policies, standards and procedures. 5. Promote compliance with all relevant legislation and regulations. 6. Align processes for payment card data security standards, procedures, and guidance with the Council’s Security Standards Framework. 7 Security controls 7.1 Managing risk Managing risk is critical to keeping information secure. This process includes – ▪ Identifying, assessing, and monitoring risks to information, and information processing systems and storage facilities. ▪ Preventative mitigations and response planning to manage threats to information and IT assets. These threats include human error, public infrastructure damage or failure, cyber attacks, malicious and unwanted email, social engineering, supply chain security threats, and insider threats. Page 244 of 454
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Payment Card Data Security Policy v2.0 6 The Council does the following to manage risks to payment card data. 1. Uses network controls, specialist systems and privileged utility programs to protect its IT infrastructure. 2. Produces and promotes information management policies. 3. Produces and promotes security standards, as per its Security Standards Framework. Each standard contains specific minimum security measures. 4. Develops and implements security operational procedures and user guidance. 5. Produces mandatory training for all employees and targeted training for employees who process payment card data. 6. Agrees specific information and cyber risk treatment plans – and invokes them when it needs to – in line with the Risk Management Strategy. 7.2 Managing information This policy – and related Data Protection, Information and Cyber Security, and Records and Information Management policies – define how the Council manages and uses information. It has a range of supporting products, relating to specific elements of this. In particular – 1. Information classification and handling: The Information Classification and Handling Security Standard outlines how to classify, protectively mark, and handle sensitive information. Payment card data is OFFICIAL-SENSITIVE – PERSONAL. 2. Records retention: The Records Retention Schedule specifies 2.1. how long to keep payment card data, and 2.2. how to securely dispose of it, including the following. ▪ Securely destroy any sensitive card data when no longer needed so that it’s unrecoverable. ▪ Securely delete all digital data – on all systems and services – when no longer needed. ▪ Destroy all hard copies of cardholder data when there’s no longer a valid business reason to keep it. 7.3 Operational security Information is at the core of all Council operational activities. Procedures and controls to securely manage every stage of its lifecycle, covering how to create, store, use, share, and destroy or retain information. Key operational activities for payment card data include the following. 1. Compliance: Legislation and regulations, data sharing arrangements and contractual obligations. 2. Access controls to manage and restrict access to cardholder data, including – 2.1. User access including using permissions and privileges. Page 245 of 454
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Payment Card Data Security Policy v2.0 7 ▪ Clearly defined job functions that must access cardholder data. ▪ Restrict and pre-authorise all access to cardholder data – including the long card number, personal information and business data – to only those who have a legitimate business need to view it. Don’t give anyone else access to this data. 2.2. Access to IT systems and services including system controls to protect against unauthorised access, service disruption, data breach and data loss. 2.3. Third-party access as defined in the Code of Connection procedures. 3. Stored data: Protect cardholder data against any unauthorised use. 3.1. Never store the following data on any information asset or device. ▪ Track data – that is, the contents of the payment card magnetic stripe. ▪ CVV or CVC (card verification value or code) – commonly known as the security code, this is a three or four-digit number usually on the back of the payment card. ▪ PIN (personal identification number) – that the cardholder types into the machine. ▪ PIN block – used to send a new PIN, it is encrypted and includes an authentication code. 3.2. Don’t display full long card numbers. ▪ Only ever display the card’s first six digits and the last four digits of the permanent account number (commonly known as the long card number). ▪ Don’t display the full number onscreen unless there’s a need to show it all. 4. Data in transit: Protect cardholder data when transmitting it digitally or transporting it physically. 4.1. Never send any card details – full long card number, track data, security code, PIN, PIN block – across or outside the Council IT network using messaging services such as email and chat, or any other unencrypted or unauthorised system or service. 4.2. If there is a business reason to transmit or transport cardholder data, the appropriate manager must authorise it first. Use the following safety controls. ▪ Digital – Use a strong encryption mechanism when using email or another digital system or service. ▪ Physical – log and inventory the data before leaving the premises. Only use secure courier services. Monitor the shipment status through to delivery confirmation. 5. Information security incidents: The Information Security Incident Management Procedure and the Data Protection Breach and Incident Management Protocol explain how to react to actual and suspected security incidents and data breaches. The Cardholder Data Breach Incident Response Plan details how to handle incidents involving cardholder data breaches. This is a restricted access document. 7.4 Physical security Apply the following physical controls for payment card data and machines to restrict access to sensitive information and prevent unauthorised individuals from accessing it. This includes all types of information assets as detailed in the scope of this document. Page 246 of 454
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Payment Card Data Security Policy v2.0 8 1. Only those authorised to do so can handle and distribute information assets that contain sensitive data. They must do this in a secure manner. 2. Trusted employees must always escort visitors when in areas that hold sensitive cardholder information. 3. Keep a list of all payment card machines 3.1. including the make, model, location, serial number or other unique identifier, and 3.2. update the list whenever anyone adds, removes or relocates a machine; and 4. Routinely check payment card machine surfaces to detect if they’ve been tampered with or swapped out with an unauthorised machine for fraudulent purposes. 5. Always check and verify the identity of anyone claiming to be from an authorised third party who wants to install, replace, repair or run maintenance tasks on, or otherwise access Council payment card machines. 6. Use lockable storage containers – clearly marked for secure and sensitive disposal – to store all physical cardholder data awaiting destruction. Restrict access to these containers. 7.5 Third-party supplier and service provider security The Council uses third-party suppliers and service providers to process card payments, subject to the following mandatory security controls. 1. The Council must do the following. 1.1. Use established corporate procurement processes, including formal due diligence, before engaging with a service provider. 1.2. Formally monitor the service provider’s PCI DSS compliance status. 1.3. Keep a list of all third-party suppliers and service providers the Council shares cardholder data with. 2. Third-party suppliers and service providers the Council contracts to operate on its behalf by providing services and solutions. 2.1. Are contractually obliged to ▪ comply with PCI-DSS, and ▪ include a specific agreement that they are responsible for cardholder data they hold. 2.2. Must take a risk-based approach to information and cyber security. They must apply the following. ▪ Security controls and measures that align with Council security policies, frameworks, plans, standards, and procedures. ▪ Employee recruitment and human resources policies that are the same or similar to the Council’s own. ▪ All contractually agreed information security obligations and accountability. Page 247 of 454
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Payment Card Data Security Policy v2.0 9 7.6 Training and awareness The Information and Cyber Security Policy details how the Council uses training and awareness to help manage risk. This includes the following. 1. Mandatory training modules on LearnNL covering the core elements of information governance – data protection, information and cyber security, and records and Information management. 2. Awareness raising activities to promote information and cyber security, share information and build knowledge. 3. Specific training on payment card machines for everyone who uses them, including how to ▪ safely use them, ▪ properly handle cardholder details, and ▪ identify and report suspicious behaviour and possible tampering. 8 Product set The table below lists products referenced throughout this document. This may include links to other file types, websites and IT systems. ▪ Those listed under strategies, policies, frameworks, standards, procedures, guidance, and related products are Council products. ▪ Those listed under legislation, regulations, and government guidance are the responsibility of other agencies. Product type Product Strategies ▪ Digital and IT Strategy ▪ Risk Management Strategy Policies ▪ Acceptable Use of IT Policy ▪ Data Protection Policy ▪ Discipline Policy ▪ Information and Cyber Security Policy ▪ Records and Information Management Policy Frameworks ▪ Security Standards Framework Standards ▪ Information Classification and Handling Security Standard Procedures ▪ Code of Connection procedures ▪ Data Protection Breach and Incident Management Protocol ▪ Information Security Incident Management Procedure Page 248 of 454
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Payment Card Data Security Policy v2.0 10 Product type Product Related products ▪ Records retention schedule ▪ Corporate procurement intranet document library ▪ LearnNL Legislation, regulations, and government guidance ▪ Computer Misuse Act 1990: GOV.UK ▪ Copyright, Designs and Patents Act 1988: GOV.UK ▪ Cyber Resilient Scotland: strategic framework – Public Sector Action Plan: GOV.SCOT ▪ Data Protection Act 2018: GOV.UK ▪ General Data Protection Regulations ▪ Government Security Classification Policy: GOV.UK ▪ Government Security Classifications: GOV.UK ▪ Payment Card Industry Data Security Standard: PCI ▪ Payment Card Industry Security Standards Council: PCI ▪ Public Bodies (Joint Working) (Scotland) Act 2014: GOV.UK ▪ Public Records (Scotland) Act 2011: GOV.UK ▪ Public Services Network Connection Compliance: GOV.UK ▪ Strong encryption: PCI Page 249 of 454
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Payment Card Data Security Policy v2.0 11 Appendix A: Payment card data handling roles and responsibilities Role Responsibilities Chief Executive of North Lanarkshire Council. ▪ Overall accountability for the protection of information the Council owns and processes. Chief Officer of Finance and Technology The Council’s subject matter expert on financial systems and solutions. ▪ Overall accountability for protecting financial data and making sure financial systems, devices, and processes comply with PCI DSS. This incorporates the annual PCI attestation of compliance which includes reviewing information security policies for currency and accuracy. ▪ Accountable for putting in place policy, standards, and guidance in relation to financial solutions. Senior Information Risk Owner (SIRO) The Chief Officer Legal and Democratic has this role. ▪ Make sure the Council protects both its information, and its information storage facilities and processing systems. ▪ Accountable for information and cyber security governance. Corporate Management Team Members are the Chief Executive, Depute Chief Executive, SIRO, and Chief Officers. ▪ Sign off on information and cyber security controls and practices. ▪ Consider reports on the effectiveness of information and cyber security practices. PCI DSS Governance Board A senior officer group with ongoing responsibility for PCI DSS. ▪ Provide executive management oversight of Council activities to make sure the Council complies with PCI DSS. Data Governance Board A senior officer group of business information owners and subject matter experts from all services. Chaired by the SIRO. ▪ Assure robust information governance of this policy. ▪ Consider revisions before passing to the Policy and Strategy Committee for approval. Page 250 of 454
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Payment Card Data Security Policy v2.0 12 Role Responsibilities Data Management Compliance Group An officer group from all services with responsibility for business information including processes and IT systems. ▪ Individual members must make sure their service complies with this policy and related standards, procedures and guidance. ▪ Collectively the team: ▪ oversees the review of this policy; and ▪ agrees revisions before passing to the Data Governance Board to consider. Information Risk Manager Lead subject matter expert on information and cyber security risk and assurance. ▪ Co-ordinate and monitor activities to manage the Council’s information risk posture, including: ▪ network controls, specialist systems, and privileged utility programs to protect the IT infrastructure; and ▪ mandatory training and awareness raising. ▪ Produce and promote this policy and related standards, procedures and guidance. Technology Strategy Manager Responsible for managing the Council’s IT infrastructure. ▪ Implement, manage and monitor technical security measures, in line with appropriate security standards to protect the Council’s ▪ IT infrastructure, ▪ IT assets, and ▪ digital information assets managed or stored by Technology and Digital Strategy services. All managers Anyone responsible for managing a function or group of people within the Council. This includes information, IT asset and product owners. ▪ Make sure processes and security controls are in place to manage information effectively. ▪ Make sure staff members: ▪ understand their compliance responsibilities and the consequences of non-compliance; ▪ follow policies, standards, procedures and guidance; and ▪ keep up to date with mandatory training. Page 251 of 454
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Payment Card Data Security Policy v2.0 13 Role Responsibilities Third-party suppliers and service providers All third-party organisations and their individual employees that the Council contracts to operate on its behalf by providing services and solutions. ▪ Understand their compliance responsibilities and the consequences of non-compliance, as contractually agreed. Everyone As per the scope, every person who processes card payments and or handles cardholder data on behalf of the Council. ▪ Follow policies, standards, procedures and guidance, and process card payments and protect cardholder data in line with them. ▪ Keep up to date with: ▪ mandatory training; and ▪ general awareness communications. Page 252 of 454
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INFORMATION AND CYBER SECURITY POLICY VERSION 5.0, MARCH 2026 Page 253 of 454
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Information and Cyber Security Policy v5.0 Document control Title Information and Cyber Security Policy Owner Chief Officer (Legal and Democratic) Contact InformationRiskAndAssuranceTeam @northlan.gov.uk Governance group Data Governance Board Author Information Compliance Officer Contact InformationRiskAndAssuranceTeam @northlan.gov.uk Revision history Number Originator Date review commenced Revision description/record of change 5.0 Information Risk Manager 14 February 2025 Two-yearly review and change of writing style from second to third person. 4.0 Information Risk Manager 03 May 2023 Two-yearly review and plain English changes. 3.0 Information Risk Manager 09 March 2021 Review with aim of deprecating Information Risk and Information Classification and Handling policies. 2.1 Information Risk Manager 18 February 2021 Reviewed as part of review of all information governance policies and guidelines. 2.0 Information Risk Manager 28 April 2020 Regular review including comments from Data Governance Board and Data Management Team. Document approvals Number Governance group Date approval granted Date approval to be requested (if document still draft) 5.0 Policy and Strategy Committee 19 March 2026 4.0 Policy and Strategy Committee 08 June 2023 3.0 Policy and Strategy Committee 03 June 2021 2.0 Policy and Strategy Committee 11 June 2020 1.3 Policy and Resources Committee 21 June 2017 1.2 Policy and Resources Committee 16 September 2014 1.1 Policy and Resources Committee 14 March 2013 Consultation record (for most recent update) Status of document consulted upon Stakeholders consulted between 11 March 2025 and 22 December 2025. Stakeholders consulted and dates Data Management Team Technology Strategy Manager Data Governance Board Corporate Management Team 11 March 2025 11 March 2025 26 March 2025 22 December 2025 Strategic alignment Plan for North Lanarkshire Improving North Lanarkshire’s resource base – Build a workforce for the future capable of delivering on our priorities and shared ambition. Page 254 of 454
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Information and Cyber Security Policy v5.0 Strategic alignment (continued) Digital and IT Strategy The Digital and IT Strategy is critical to enabling the Council to deliver on its vision. It sets the standards and provides the direction for the strategies, policies, and plans which enable the delivery of critical public services, business as usual activities and the investment programmes of work. The Information and Cyber Security Policy is one of these. It supports the strategy by providing a safe framework for using Council information, and information storage facilities and processing systems without exposing the Council or its users to unacceptable risks. Next review date Review date March 2028 Page 255 of 454
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Information and Cyber Security Policy v5.0 Contents 1 Introduction ...................................................................................................................................... 1 2 Purpose ............................................................................................................................................. 2 3 Scope.................................................................................................................................................. 3 4 Governance ....................................................................................................................................... 3 5 Policy compliance............................................................................................................................. 4 6 Policy objectives ............................................................................................................................... 5 7 Security controls............................................................................................................................... 6 7.1 Managing risk ......................................................................................................................... 6 7.2 Managing information .......................................................................................................... 6 7.3 Operational security .............................................................................................................. 7 7.4 Cyber security ......................................................................................................................... 8 7.5 Third-party supplier and service provider security ........................................................... 9 7.6 Training and awareness ...................................................................................................... 10 8 Product set ...................................................................................................................................... 11 Appendix A: Information and cyber security roles and responsibilities ....................................... 13 Appendix B: Cyber Security Framework core functions and categories ....................................... 15 Page 256 of 454
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Information and Cyber Security Policy v5.0 1 1 Introduction Information is a critical asset. North Lanarkshire Council (the Council) relies on physical and information technology (IT) assets to use, store, manage, process, and share information. This policy sets out how the Council – and anyone who operates on its behalf to deliver or supply services – manages, secures and protects its information. This allows the Council to continue to deliver services, carry out statutory duties, and support internal business functions. It covers the following. 1. Physical access to electronic and paper-based information assets including Council and other buildings where it conducts business, or third parties operate on its behalf. 2. Logical access to electronic information, and IT systems and services, both hosted within the Council IT network and cloud-based – including laptops and mobile phones, business and communications systems, office software, databases, websites, and apps. 3. Network infrastructure and services including hardware and software, both within the Council network and through cloud managed services – including routers, switches, firewalls, servers, and monitoring and management tools. 4. Legislation governing data and IT systems, both corporate and business function specific. 5. Compliance requirements and standards set out by government and regulatory bodies. 6. Privacy rights of the Council’s customers, service users, employees and other authorised IT users. 7. Managing information and cyber security threats to information in all formats and all the Council’s IT assets, including networks, systems and devices. 8. Third-party supplier and service provider security, particularly where third parties hold or process the Council’s information on its behalf. The Council owns all information it stores. It securely manages this along with the devices, systems, and services it uses to create, store, access and process it. Information security: Measures to protect information in all formats – digital, physical, and spoken – from unauthorised or unintended access, disclosure, use, or destruction. Cyber security: Measures to protect IT assets and digital information from cyber attacks, which the National Cyber Security Centre (NCSC) defines as: “attempt[s] to damage, disrupt or gain unauthorised access to computer systems, networks or devices.” As the Council takes a digital by default approach to service delivery and much of its information is now in digital format, this is a critical branch of its information governance approach. Page 257 of 454
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Information and Cyber Security Policy v5.0 2 2 Purpose This policy provides a framework to effectively manage information and cyber security, helping to protect Council information from theft, loss, and unauthorised access or disclosure. It balances the benefits and risks of processing information, in line with the three core principles of information security – known as the CIA triad. Confidentiality Only those who should see it, do see it. Integrity Information is correct and kept up to date, and only used for its intended purpose. Availability Authorised users have access to information when they need it. This policy defines the security measures designed to protect and minimise threats to all three elements of the CIA triad for information at the OFFICIAL tier, as per the UK Government’s Security Classification Policy. It is a corporate risk control factor and aligns with the following. ▪ Digital and IT Strategy – this brings together separate but related plans and policies, including this one, that contribute to the Council’s digital vision. ▪ Its sister policies that help secure information. ▪ Data Protection ▪ Payment Card Data Security ▪ Records and Information Management ▪ Acceptable Use of IT Policy – this informs the Council’s IT users on how to appropriately use IT assets to access, store and process information. ▪ Codes of conduct that set out mandatory standards for Councillors, Chief Officers, and Employees, in particular relating to privacy and confidentiality. ▪ Any third-party supplier or service provider contractual compliance obligations. ▪ Legislative and regulatory compliance obligations and guidance. This includes: ▪ Computer Misuse Act 1990 ▪ Copyright, Designs and Patents Act 1988 ▪ Cyber Resilient Scotland: strategic framework – Public Sector Action Plan CIA triad Availability Confidentiality Integrity Page 258 of 454
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Information and Cyber Security Policy v5.0 3 ▪ Data Protection Act 2018 ▪ General Data Protection Regulations ▪ Government Security Classifications ▪ Payment Card Industry Data Security Standard ▪ Public Bodies (Joint Working) (Scotland) Act 2014 ▪ Public Records (Scotland) Act 2011 ▪ Public Services Network Connection Compliance 3 Scope This policy applies to all aspects of information and cyber security, including the following. 1. All IT assets – systems, services, and devices – that the Council uses to store, process, transmit or receive information – including how it specifies, designs, develops, installs, operates, connects, uses, and decommissions them. 2. All information assets – data, files, documents, records and knowledge – that it creates or receives from third parties, stores and processes in the following formats. ▪ Digital: IT and communication systems containing data, records, and digital files – such as documents, audio, video, images - hosted within the Council IT network and on cloud-based services; or stored on removable media. ▪ Paper: Printed or handwritten, stored in Council and authorised third-party locations. ▪ Spoken: Two or more people communicating by talking or using sign language – in person, over the phone, in online meetings – including using interpreters for signing and spoken languages other than English. One way communication using technology that supports dictation and read aloud functionality. 3. Every authorised person who creates, accesses, processes, and otherwise uses information on the Council’s behalf or in an official capacity – both IT and non-IT users. This includes all employees, elected members, contractors, consultants, third-party suppliers and service providers, temporary agency staff, modern apprentices, students, volunteers, and anyone else with authorised access. 4 Governance The Policy and Strategy Committee has approval authority for, and oversight of, this policy. The Data Management and Compliance Group (formerly Data Management Team) then the Data Governance Board – as key stakeholders – oversee its review and consider its contents before referring it on for approval. The Chief Officer of Legal and Democratic – as the Council’s Senior Information Risk Owner – is accountable for its governance. Page 259 of 454
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Information and Cyber Security Policy v5.0 4 The Information Risk and Assurance team is responsible for the following activities. 1. Produce, publish, and promote this policy. 2. Give instructions and guidance on how to apply and comply with this policy through frameworks, standards, procedures, and guidance – see product set for list and links. 3. Review every two years, with other reviews when needed. For example, following a critical security incident, new legislation, a significant threat, or an audit action. 4. Report to management teams, governance and working groups, committees, and scrutiny panels. 5 Policy compliance Every person with access to Council information and who uses it while working on behalf of the Council or in an official capacity, must comply with this policy, and all the policies, standards, procedures, and guidance it references. This includes: 1. only using Council information for its intended purpose – unless otherwise authorised; 2. maintaining its confidentiality and integrity; 3. keeping it safe; and 4. only using Council managed devices to access Council information and systems, and conduct Council business – subject to limited exceptions detailed in the Acceptable Use of IT Policy and excluding third parties delivering services on its behalf as defined in individual contracts. Appendix A describes the roles and responsibilities of the following key people and groups in supporting, promoting, and complying with this policy. ▪ Chief Executive ▪ Data Governance Board ▪ Senior Information Risk Owner ▪ Technology Strategy Manager ▪ Third-party suppliers and service providers ▪ Corporate Management Team ▪ Data Management and Compliance Group ▪ Information Risk Manager ▪ All Managers ▪ Everyone in the scope of this policy. Page 260 of 454
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Information and Cyber Security Policy v5.0 5 6 Policy objectives This policy sets the Council’s strategic position and lays the foundations for effective information and cyber security. Its key objectives are as follow. 1. Show clear executive-level understanding of the value of information and the need to make resources available to protect it. 2. Show key stakeholders – such as elected members, residents, customers and service users – that the Council treats and protects information in line with its value and sensitivity. 3. Help everyone who accesses or processes Council information to understand: a. why they must protect its confidentiality, integrity, and availability; b. the controls it uses to protect this information; and c. their role in this. 4. Make sure third-party suppliers and service providers: a. understand – at an organisational and individual level – their responsibilities and contractual obligations in relation to all relevant security measures; and b. can demonstrate their compliance with Council policies, standards and procedures. 5. Provide a framework for security plans, standards, procedures, and guidance – to protect its information, systems, devices and processes. 6. Promote compliance with all legislation and regulations governing its information assets. 7. Maximise the benefits of its information whilst identifying and managing associated information and cyber risks. Important note regarding the acceptable use of IT Everyone must understand that – in line with the Acceptable Use of IT Policy – the Council: ▪ routinely carries out a range monitoring activities of its IT assets for compliance, security, operational, performance, and maintenance purposes; ▪ reserves the right to formally investigate individual usage – by exception and under strict controls – to help identify potential prohibited use or misuse, as per the Discipline Policy; and ▪ will refer any suspected unlawful acts to the appropriate authorities – this includes the police, and professional and regulatory bodies. Page 261 of 454
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Information and Cyber Security Policy v5.0 6 7 Security controls 7.1 Managing risk Managing risk is critical to keeping information secure. This process includes – ▪ Identifying, assessing, and monitoring risks to information, and information processing systems and storage facilities. ▪ Preventative mitigations and response planning to manage threats to information and IT assets. These threats include human error, public infrastructure damage or failure, cyber attacks, malicious and unwanted email, social engineering, supply chain security threats, and insider threats. The Council does the following to manage information risks. 1. Uses network controls, specialist systems and privileged utility programs to protect its IT infrastructure. 2. Produces and promotes information management policies. 3. Produces and promotes security standards, as per its Security Standards Framework. Each standard contains specific minimum security measures. 4. Develops and implement security operational procedures and user guidance. 5. Produces mandatory training for employees and delivers awareness sessions, as needed. 6. Routinely raises awareness about information security, both generally and topic specific. This includes issuing alerts and guidance about specific threats, as they occur. 7. Agrees specific information and cyber risk treatment plans – and invokes them when it needs to – in line with the Risk Management Strategy. 7.2 Managing information This policy – and related Data Protection, Payment Card Data Security, and Records and Information Management policies – define how the Council manages and uses information. It has a range of supporting products, relating to specific elements of this. In particular – 1. Information classification and handling: The Information Classification and Handling Security Standard helps everyone: ▪ understand the different classes of information and what to use them for; ▪ decide which classification to use for an information asset, based on the sensitivity and confidentiality of its content; and ▪ know how to protectively mark and handle information based on its classification. 2. Records retention: The Records Retention Schedule specifies ▪ how long to keep information, and ▪ whether to dispose of, archive or permanently preserve it. Page 262 of 454
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Information and Cyber Security Policy v5.0 7 3. Information assets: The Information Asset Register details all current information assets held on record. It includes the following for each: ▪ asset reference, name and description; ▪ owner, administrator, service and business unit; ▪ classification and whether it contains personal information; ▪ any legislative basis for processing the information; and ▪ format (paper or digital) and reuse status. 7.3 Operational security Information is at the core of all Council operational activities. Procedures and controls securely manage every stage of its lifecycle – covering how to create, store, use, share, and destroy or retain information. Key operational activities include the following. 1. Compliance: Legislation and regulations, data sharing arrangements and contractual obligations. 2. People resources procedures: Recruitment, disclosure and other vetting processes. User guidance to help manage information securely Guidance on the intranet covers specific topics including – ▪ Email security ▪ IT authentication (password) and secure access ▪ Information handling rules ▪ Remote working security ▪ SCAM checklist Page 263 of 454
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Information and Cyber Security Policy v5.0 8 3. Access control: How to control access to information and systems. This comprises the following. 3.1. User access including identity and access management, provisioning, privileged access management, passwords and other authenticators, and user authentication and secure access responsibilities. 3.2. Device access including Council and personal devices. 3.3. Access to IT systems and services including system controls to protect against unauthorised access, service disruption, data breach and data loss. 3.4. Access to network infrastructure and services including network controls and procedures, and privileged utility programs. 3.5. Access to electronic information using permissions, privileges, and cryptography, depending on the information sensitivity. 3.6. Third party access as defined in Code of Connection procedures. 4. IT operational controls: This includes products and procedures to manage change, protect and manage the Council IT network infrastructure, introduce, and decommission systems, and replace and dispose of hardware. 5. Information security incidents: The Information Security Incident Management Procedure and the Data Protection Breach and Incident Management Protocol explain how to respond to actual and suspected security incidents. 6. Business continuity: The Business Continuity Guidance explains the provisions in place as part of the resilience function. This includes a corporate business continuity plan and service level plans, business continuity champions, and testing and review arrangements. 7. Disaster recovery: The IT Systems Resiliency and Disaster Recovery Standard classifies IT systems in terms of how critical they are to service delivery and business continuity. 8. Third-party procurement: The Corporate Procurement model includes governance arrangements, procedures for engaging with suppliers and service providers, and procurement toolkits and templates. The Purchasing Cloud-Services: Cyber Security Procedure explains the processes to evaluate third-party supplier and service provider security when buying and commissioning cloud-based IT solutions. 9. Project management controls: The Project Management Framework includes records management, data protection and information security guidance for its product set 7.4 Cyber security Technical security measures align to the NIST Cyber Security Framework (CSF). This is a taxonomy of high-level cyber security outcomes that help manage cyber security risks. Its core components are a hierarchy of functions, categories, and subcategories that detail each outcome. The Council uses the CSF for the following reasons. 1. It meets the requirements of Enterprise Architecture Business Principle 2 – Reuse before buy, before build. Page 264 of 454
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Information and Cyber Security Policy v5.0 9 2. It is an internationally adopted common and open framework. a. Its open nature means it’s usable without the need for extensive resources, continual certification, or costly audits. b. The outcomes are sector, country, and technology-neutral, giving the flexibility to tailor it to suit the Council’s specific needs in terms of risks, technologies, and priorities. c. It is outcomes-based, focusing on what the Council needs to achieve, not how to do it. d. It has a strong emphasis on governance, which aligns with the Council’s strategic vision, information governance policies and compliance obligations – as set out in the introduction of this document. 3. It provides reporting advantages. a. The security outcomes are easy to understand for a broad audience, regardless of their cyber security expertise. b. It’s measurable against a range of security frameworks as required. The CSF comprises the following core functions and each of these contains a series of related categories listed in Appendix B. Govern: Establish, communicate, and monitor cyber security risk management strategy, expectations, and policy. Identify: Understand current cyber security risks. Protect: Safeguards to manage cyber security risks. Detect: Find and analyse possible cyber security attacks and compromises. Respond: Actions regarding a detected cyber security incident. Recover: Restore assets and operations affected by a cyber security incident. 7.5 Third-party supplier and service provider security The Digital and IT Strategy sets out a vision for a Digital North Lanarkshire, including taking a cloud first approach to IT solutions, in the following order of preference. 1. Software as a Service (SaaS) 2. Platform as a Service (PaaS) 3. Infrastructure as a Service (IaaS) Page 265 of 454
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Information and Cyber Security Policy v5.0 10 All third parties the Council contracts with to operate on its behalf by providing services and solutions must take a risk-based approach to information and cyber security. They must apply the following. ▪ Security controls and measures that align with Council security policies, frameworks, plans, standards, and procedures. ▪ Employee recruitment and human resources policies that are the same or similar to the Council’s own. ▪ All contractually agreed information security obligations and accountability. 7.6 Training and awareness Training and awareness both help manage information risk. By giving people the knowledge and confidence they need to carry out their information and cyber security responsibilities, this helps change behaviours to further protect information and systems. A series of mandatory training courses on LearnNL cover the core elements of information governance – data protection, information and cyber security, and records and information management. Employees must complete these courses every two years to keep up to date with any changes in policy or legislation. The Council carries out a range of awareness raising activities using different types of media and systems to promote information and cyber security, share information and build knowledge. This is generally aimed at everyone but may also target specific audiences. Awareness raising Activities: To maintain a constant flow of content to keep everyone involved and informed. Examples include the following. ▪ Routinely sharing information, both general and topic specific. ▪ Promoting events and campaigns such as Cyber Security Week. ▪ Conducting regular phishing simulation exercises to train users in detecting and reporting scam messages, to mitigate the risk of a successful phishing attack. ▪ Issuing alerts and guidance about specific threats, as they occur – for example, a new phishing scam designed to steal information. ▪ Engaging directly through the Information and Cyber Security Viva Engage community, including answering questions, asking for opinions, and linking to other useful content. ▪ Notifying users of policy changes, new standards, procedures and guidance. ▪ Delivering general or topic-specific awareness sessions. These may target particular groups such as elected members, senior managers, or an individual functional area. Media: Including the following. ▪ Viva Engage community page ▪ Intranet document libraries ▪ Staff announcement emails ▪ Council news on the intranet ▪ Email phishing simulator software ▪ Chief Executive’s newsletter ▪ Popup notifications on Council devices ▪ PowerPoint presentations Page 266 of 454
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Information and Cyber Security Policy v5.0 11 8 Product set The table below lists products referenced throughout this document. This may include links to other file types, websites and IT systems. ▪ Those listed under strategies, policies, frameworks, standards, procedures, guidance, and related products are Council products. ▪ Those listed under legislation, regulations, and government guidance are the responsibility of other agencies. Product type Product Strategies ▪ Digital and IT Strategy ▪ Risk Management Strategy Policies ▪ Acceptable Use of IT Policy ▪ Data Protection Policy ▪ Discipline Policy ▪ Payment Card Data Security Policy ▪ Records and Information Management Policy Frameworks ▪ Corporate Procurement model ▪ Project Management Framework ▪ Security Standards Framework Standards ▪ Code of Conduct for Chief Officers ▪ Employee Code of Conduct ▪ IT Systems Resiliency and Disaster Recovery Standard ▪ Information Classification and Handling Security Standard Procedures ▪ Code of Connection procedures ▪ Data Protection Breach and Incident Management Protocol ▪ Information Security Incident Management Procedure Guidance ▪ Business continuity guidance ▪ Email security guidance ▪ Intranet document library ▪ IT Authentication (Password) and Secure Access User Guidance ▪ Purchasing Cloud-based Services Cyber Security Guidance ▪ Quick guide to information handling rules ▪ Quick guide to remote working security ▪ SCAM checklist ▪ Viva Engage community page Page 267 of 454
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Information and Cyber Security Policy v5.0 12 Product type Product Related products ▪ Council news on the intranet ▪ Information Asset Register ▪ LearnNL ▪ Records Retention Schedule Legislation, regulations, and government guidance ▪ Computer Misuse Act 1990: GOV.UK ▪ Copyright, Designs and Patents Act 1988: GOV.UK ▪ Councillors’ Code of Conduct ▪ Cyber Resilient Scotland: strategic framework – Public Sector Action Plan: GOV.SCOT ▪ Cyber Security Framework: NIST ▪ Data Protection Act 2018: GOV.UK ▪ General Data Protection Regulations ▪ Government Security Classifications: GOV.UK ▪ Government Security Classification Policy: GOV.UK ▪ Public Bodies (Joint Working) (Scotland) Act 2014: GOV.UK ▪ Public Records (Scotland) Act 2011: GOV.UK ▪ Payment Card Industry Data Security Standard: PCI ▪ Public Services Network Connection Compliance: GOV.UK Page 268 of 454
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Information and Cyber Security Policy v5.0 13 Appendix A: Information and cyber security roles and responsibilities Role Responsibilities Chief Executive of North Lanarkshire Council. ▪ Overall accountability for the protection of information the Council owns and processes. Senior Information Risk Owner (SIRO) The Chief Officer of Legal and Democratic has this role. ▪ Make sure the Council protects both its information, and its information storage facilities and processing systems. ▪ Accountable for information and cyber security governance. Corporate Management Team Members are the Chief Executive, Depute Chief Executive, SIRO, and Chief Officers. ▪ Sign off on information and cyber security controls and practices. ▪ Consider reports on the effectiveness of information and cyber security practices. Data Governance Board A senior officer group of business information owners and subject matter experts from all services. Chaired by the SIRO. ▪ Assure robust information governance of this policy. ▪ Consider revisions before passing to the Policy and Strategy Committee for approval. Data Management and Compliance Group An officer group from all services with responsibility for business information including processes and IT systems. ▪ Individual members must make sure their service complies with this policy and related standards, procedures and guidance. ▪ Collectively the group: ▪ oversees the review of this policy; and ▪ agrees revisions before passing to the Data Governance Board to consider. Information Risk Manager Lead subject matter expert on information and cyber security risk and assurance management. ▪ Co-ordinate and monitor activities to manage the Council’s information risk posture, including: ▪ network controls, specialist systems, and privileged utility programs to protect the IT infrastructure; and ▪ mandatory training and awareness raising. ▪ Produce and promote this policy and related standards, procedures and guidance. Page 269 of 454
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Information and Cyber Security Policy v5.0 14 Role Responsibilities Technology Strategy Manager Responsible for managing the Council IT infrastructure. ▪ Implement, manage and monitor technical security measures, in line with appropriate security standards to protect the Council’s ▪ IT infrastructure, ▪ IT assets, and ▪ digital information assets managed or stored by Technology and Digital Strategy services. All managers Anyone responsible for managing a function or group of people within the Council. This includes information, IT asset and product owners. ▪ Make sure processes and security controls are in place to manage information effectively. ▪ Make sure staff members: ▪ understand their compliance responsibilities and the consequences of non-compliance; ▪ follow policies, standards, procedures and guidance; and ▪ keep up to date with mandatory training. Third-party suppliers and service providers All third-party organisations and their individual employees that the Council contracts to operate on its behalf by providing services and solutions. ▪ Understand their compliance responsibilities and the consequences of non-compliance, as contractually agreed. Everyone As per the scope, every person who creates, accesses, processes and otherwise uses information on behalf of the Council or in an official capacity – both IT and non-IT users. ▪ Follow policies, standards, procedures and guidance, and protect Council information, devices, information storage facilities and processing systems in line with them. ▪ Keep up to date with: ▪ mandatory training; and ▪ general awareness communications. Page 270 of 454
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Information and Cyber Security Policy v5.0 15 Appendix B: Cyber Security Framework core functions and categories Extracted from the NIST Cyber Security Framework Function Category NIST ID Govern Organisational context Risk management strategy Roles, responsibilities and authorities Policy Oversight Cybersecurity supply chain risk management GV.OC GV.RM GV.RR GV.PO GV.OV GV.SC Identify Asset management Risk assessment Improvement ID.AM ID.RA ID.IM Protect Identity Management, authentication, and access control Awareness and training Data security Platform security Technology infrastructure resilience PR.AA PR.AT PR.DS PR.PS PR.IR Detect Continuous monitoring Adverse event analysis DE.CM DE.AE Respond Incident management Incident analysis Incident response reporting and communication Incident mitigation RS.MA RS.AN RS.CO RS.MI Recover Incident recovery plan execution Incident recovery communication RC.RP RC.CO Page 271 of 454
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This is a controlled document. The digital PDF file published on InsideNL is the control copy. ▪ Always access this document from the control location. ▪ When you open this document, your device may automatically download it. If it does, you should still open it from the control location in future. ▪ You can print this document, but a printed copy isn’t the control copy. ▪ Don’t save any digital copies of this document anywhere. This includes your device, USB flash drives, network drives, OneDrive, Teams/SharePoint, or any other digital storage device, system, service, or location. Records and Information Management Policy Version 6.0, 05 November 2025 Page 272 of 454
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Records and Information Management Policy v6.0 Document control Title Records and Information Management Policy Governance group Data Governance Board Owner Rachel Blair, Senior Information Risk Officer Contact Blairr@northlan.gov.uk Author Fiona Hughes, Corporate Records Manager Contact hughesfi@northlan.gov.uk Revision history Version Originator Review start date Revision description and record of change 6.0 Fiona Hughes 21 July 2025 Bi-annual review. 5.0 Fiona Hughes Bi-annual review. 4.0 Fiona Hughes 26 March 2021 Full review. 3.0 Fiona Hughes 15 January 2019 Bi-annual review. 2.0 Fiona Hughes 15 November 2016 Bi-annual review process. Revised in line with Records Management Plan. 1.0 Marcia Jarnell 25 July 2014 Combination of Record Management and Information Management policies. Document approvals Version Governance group Date approved Date approval requested (if document still in draft) 6.0 05 Nov 2025 5.0 Business and Digital Delivery Board 08 June 2023 4.0 Policy and Strategy Committee 03 June 2021 3.0 Policy and Strategy Committee 10 June 2020 2.0 Policy and Resources Committee 21 June 2017 1.0 Policy and Resources Committee 18 September 2014 Consultation record (for most recent update) Consultation status Stakeholders consulted between 21 October 2025 and 05 November 2025 Stakeholders consulted and dates Data Management & Compliance Group 21 October 2025 Strategic alignment Plan for North Lanarkshire Improving the Council’s Resource Base – A Workforce Strategy that is built around the needs of the Council (as a single resource base) to deliver the priority outcomes, ensuring future workforce requirements, new skills and innovative approaches, and succession planning are recognised. Digital and IT Strategy The Digital and IT Strategy brings together separate but related plans and policies that contribute to the development and delivery of our digital vision. The Records and Information Management Policy is one of these. It supports the strategy by providing a framework for good record keeping practices making sure records are managed effectively and efficiently, and the Council complies with its statutory and regulatory obligations. Next review date Review Date 01 May 2027 Page 273 of 454
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Records and Information Management Policy v6.0 Contents 1. Introduction ........................................................................................................... 4 2. Purpose ................................................................................................................. 4 3. Scope .................................................................................................................... 5 4. Governance ............................................................................................................ 5 5. Objectives .............................................................................................................. 5 6. Records and information lifecycle management .......................................................... 6 7. Capture and control of records ................................................................................. 6 8. Storage of records ................................................................................................... 8 9. Access to records ..................................................................................................... 8 10. Audit trail ............................................................................................................... 8 11. Retention and disposal ............................................................................................ 9 12. Transfer to archive .................................................................................................. 9 13. Destructions ........................................................................................................ 10 14. Responsibilities .................................................................................................... 10 15. Product set........................................................................................................... 11 Appendix 1: Glossary of terms ....................................................................................... 12 Page 274 of 454
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Records and Information Management Policy v6.0 4 1. Introduction Information and records are an essential corporate asset without which we would be unable to carry out our functions, activities and transactions, meet the needs of our stakeholders, provide evidence of our activities and ensure legislative compliance. Records management is the systematic control of an organisation’s records, throughout their lifecycle, to meet operational business needs, statutory and fiscal requirements and community expectations. The benefits of implementing records management systems and processes include: 1. Improved business efficiency through reduced time spent searching for information; 2. demonstration of transparency and accountability for all actions; 3. the maintenance of corporate memory and evidence of Council business and decision- making; 4. the creation of modern working environments and identification of opportunities for office rationalisation and hybrid working; 5. risk management in terms of ensuring and demonstrating compliance with all legal, regulatory and statutory obligations, and 6. the meeting of stakeholder expectations through the provision of good quality services. North Lanarkshire Council recognises the importance of effective records management in supporting its core functions, providing authentic and reliable evidence of Council business, and documenting historical and cultural activity within North Lanarkshire. 2. Purpose This policy demonstrates that the Council considers records and information to be a vital corporate asset and is committed to managing them lawfully and in compliance with current standards of professional practice. It acts as a mandate for the support and delivery of records management guidance, training, procedures and initiatives across the organisation. The Public Records (Scotland) Act 2011 requires the Council to produce a Records Management Plan which sets out its proper arrangements for the effective management of all public records. The act defines public records as records created by, on behalf of, or in the possession of, the authority or a contractor, in carrying out the functions of the Council. Having a records management policy statement fulfils one of the mandatory elements of this plan. Page 275 of 454
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Records and Information Management Policy v6.0 5 3. Scope This policy is applicable to all records created or managed by North Lanarkshire Council and North Lanarkshire Licensing Board for the purpose of performing Council functions, and applies to Council records in all formats, whether accessed on Council premises or via mobile or home-working equipment. It also applies to records managed on Council systems on behalf of North Lanarkshire Integration Joint Board. The policy applies to all staff, workers, elected members, clients, suppliers, third party contractors and any other individuals or organisations who carry out functions on behalf of the Council. 4. Governance This policy forms part of a suite of documents that form part of the Digital and IT Strategy. The Business and Digital Delivery Board has approval authority for, and oversight of, this policy. The Data Management Compliance Group – as key stakeholders – oversee its review and consider its contents before referring it on for approval. The Chief Officer of Legal and Democratic – as the Council's Senior Information Risk Owner – is accountable for its governance. The Records and Archives team is responsible for the following activities: 1. Produce, publish and promote this policy. Provide guidance on how to apply and comply with this policy through standards, procedures and guidance notes as referred to within the policy. 2. Review every two years, with other reviews when needed. For example, following new legislation, new guidance or an audit action. 3. Report to management teams, governance and working groups, committees and scrutiny panels. 5. Objectives The objectives of this policy are to: ▪ Provide a framework for good record keeping practices within the Council, ensuring that records are managed effectively and efficiently, and that the Council complies with its statutory and regulatory obligations. ▪ Develop and encourage a working culture that recognises and acknowledges the benefits of effective records management. ▪ Ensure a corporate approach to the management of the Council's records as a corporate resource. ▪ Define responsibilities for records management throughout the Council. ▪ Ensure that Council records are reliable, authentic and have integrity. Page 276 of 454
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Records and Information Management Policy v6.0 6 ▪ Ensure that records are retrievable as required but also secure to prevent unauthorised access, alteration or destruction. ▪ Ensure lawful management of records that include personal data. Support public rights of access to information. Ensure that records of long-term value are identified and preserved as archives within the collections of the Council. 6. Records and information lifecycle management The lifecycle of a record comprises the following: ▪ initial creation by the Council or receipt from a third party; ▪ maintenance and use, including sharing and audit; and ▪ disposal through confidential destruction or preservation in the Council’s archive. Figure 1: Information lifecycle 7. Capture and control of records The Council uses a variety of systems to manage its records. These systems, regardless of the format of the records, must be designed to ensure that records are saved, stored, organised and managed effectively and efficiently. Page 277 of 454
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Records and Information Management Policy v6.0 7 The Council is committed to using appropriate systems to manage its structured records e.g. line of business systems or corporate records stores. Unstructured, electronic records will primarily be stored within M365 and managed with records management software (Avepoint Opus). This supports appropriate information sharing, aids search and retrieval processes and reduces the unnecessary duplication of records. Page 278 of 454
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Records and Information Management Policy v6.0 8 The corporate file plan and Records Retention Schedule will be applied to records when they are stored, created, or documented in M365. All documents and folders should be given names and metadata that facilitate meaningful use according to the Council’s Naming Standards. 8. Storage of records Staff are encouraged to save in electronic format where appropriate for reasons of improved security, functionality and efficiency. Records should be stored on media that ensures that they can be retained and are accessible for as long as they are required, which in some cases is in perpetuity. Paper records held locally in offices should be locked away securely when not in use. The Council has adopted the use of M365, particularly MS Teams and MS SharePoint for storing unstructured records. All Teams and SharePoint sites are allocated a function in the Council’s file plan and staff should use the allocated sites for these records. Using unofficial storage areas, such as OneDrive, for records that should be managed under the file plan and Records Retention Schedule, will undermine efforts to effectively manage this corporate asset and puts the Council at risk of non-compliance with relevant legislation. The Council operates a records management service for semi-current and non-current physical records, allowing services to store and access records off-site when they are not required for business use on a daily or weekly basis. This service manages intake of records, storage, destructions and transfers to archive, in line with the corporate Records Retention Schedule. Service managers should ensure that they have a contingency or business continuity plan to provide protection for records which are vital to the continued functioning of the Council, in the event of a system outage or records being inaccessible because of e.g. fire or flood. The requirements are outlined in more detail in the Vital Records Guidance. 9. Access to records Appropriate procedures and processes should be put in place to ensure the physical, electronic and intellectual security of Council records. This facilitates the Council's ability to respond to requests for information under, for example, data protection and freedom of information legislation. Access to information is governed by the statutory and regulatory framework within which the Council operates, and the business needs and requirements of the Council. Staff must comply with the relevant information policies, processes and procedures to protect records from unauthorised access. 10. Audit trail An audit trail allows records to be tracked effectively, deters unauthorised access and can provide a method of monitoring changes to a document. Page 279 of 454
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Records and Information Management Policy v6.0 9 ▪ The Council has demonstrated its commitment to tracking and monitoring records by migrating its unstructured records away from on-premises, network drives onto M365 which track all interactions with records automatically. ▪ Physical records held in two corporate records management stores, and the archives repository are tracked using Avepoint Opus. 11. Retention and disposal There are substantial financial, legislative, and reputational risks associated with keeping records for too short or too long a time period. Retaining records for the correct period ensures compliance with a range of legislative requirements and promotes efficient information management. This is of particular significance for records containing personal data. A corporate Records Retention Schedule enables staff to make informed decisions about retention and disposal of records across the Council and its partner organisations. The Records Retention Schedule is maintained and updated regularly by the Corporate Records Manager and the most up-to-date version is on the Council’s website. At the end of a record’s disposal period, the disposal actions will be to: ▪ destroy, ▪ review for business value, or ▪ transfer to the archive. The Records Retention Schedule only applies to master records. Duplicate, local or convenience copies should be destroyed as soon as they are no longer required. Short-lived documents such as telephone messages, meeting notes etc. should be transferred to a more formal document and saved as a record if they contain business critical information. The Council acknowledges that there will be occasions when records cannot be destroyed in- line with the Records Retention Schedule because of legal proceedings or information requests. 12. Transfer to archive North Lanarkshire Archives exists to collect, preserve and make available to the public the historical records of North Lanarkshire Council and its predecessor administrations. Its role is to maintain a traceable and uninterrupted line of care, control and possession of the Council's records from creation to preservation that serves as a means of protecting the authenticity of the records. Page 280 of 454
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Records and Information Management Policy v6.0 10 Arrangements for transfer of records to North Lanarkshire Archives are governed by the Records Retention Schedule and can take place on a regular basis or as one-off transfers. At the disposal date, the archivist should be contacted regarding records identified in the Records Retention Schedule as for permanent preservation, as being of historical value or to be offered to the archivist. In some cases, only a sample of the records will be selected for permanent preservation, and the archivist will work with the service to select the most appropriate sampling method. North Lanarkshire Archives has achieved Accredited Archive Status with the UK’s Archive Service Accreditation Standard and has developed a suite of procedures and guidance documents concerning all aspects of collections and stakeholder management, in line with this standard. Currently only physical records are being transferred to North Lanarkshire Archives however, in future, appropriate measures will be put in place to preserve digital records identified for permanent preservation as outlined in the Digital Preservation Framework. 13. Destructions Electronic records that are due for destruction should be deleted from Council systems. Records that are held on NLC servers are backed up for 5 weeks whereas records that are held on M365 will be backed up for a further 6 months before they become irretrievable. Physical records that contain Council information should be securely destroyed by the Council’s preferred third-party provider or shredded so that they cannot be reproduced. 14. Responsibilities 1. The SIRO is responsible for ensuring that all Council records are managed according to this policy. 2. The Corporate Records Manager is responsible for maintaining the Council’s Records Management Plan, providing procedures, advice and guidance on good records management practice, and ensuring that all service areas are supported by a Records Retention Schedule and file plans. 3. The archives are the designated place of deposit for Council records of continuing evidential and historical value, and the archivist is responsible for identifying, preserving, promoting and making accessible these records and other historical records that may be acquired by the Council. 4. All managers have day to day responsibility for records management and should ensure that systems are in place to enable compliance and that staff are familiar with and adhere to this policy and any related procedures, standards and guidance. 5. All members of staff must complete an introductory online training course in records management and are accountable to their supervisors for documenting their actions and decisions and for maintaining records and information systems in accordance with this policy and any related procedures, standards and guidance. Page 281 of 454
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Records and Information Management Policy v6.0 11 15. Product set The table below lists documents in the Records and Information Management Policy product set and other related products. This may include links to other file types, websites and IT systems. ▪ Those listed under policies, standards, procedures and guidance are the responsibility of the Records and Archives team. ▪ Those listed under related products are the responsibility of other teams, services or agencies. Product type Product Policies and plans ▪ Records Management Plan Standards ▪ Records Retention Schedule Guidance ▪ Naming Convention Guidance ▪ Archives Guidance ▪ Digital Preservation Framework ▪ Records and Information Management Guidance ▪ Vital Records Guidance ▪ Physical Records Management Guidancehttps://nlcgov.sharepoint.com/sites/InsideNL/Shared Documents/Forms/AllItems.aspx?id=/sites/InsideNL/Shared Documents/Information governance/Records and information management/Records Guidelines/Vital Records&viewid=d26b8c9d-23ee- 4fd7-9bb8-0d8ffb1815fe Related products ▪ Data Protection Policy ▪ Digital and IT Strategy ▪ Information Asset Register ▪ Information and Cyber Security Policy ▪ Payment Card Data Security Policy Legislation, regulations, and government guidance ▪ Archive Service Accreditation Standard ▪ BS 15489-1:2016 Information and Documentation - Records Management ▪ BS 4971:2017 Conservation and Care of Archive and Library Collections ▪ Copyright, Designs and Patents Act 1988 ▪ Data Protection Act 2018 ▪ Freedom of Information (Scotland) Act 2002 ▪ Model Records Management Plan - National Records of Scotland ▪ M365 Guidance ▪ Public Records (Scotland) Act 2011 ▪ Re-use of Public Sector Information Regulations 2015 Page 282 of 454
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Records and Information Management Policy v6.0 12 Product type Product ▪ Section 61 Code of Practice on Records Management under the Freedom of Information (Scotland) Act 2002 ▪ Scottish Council on Archives Record Retention Schedules (SCARRS) - Scottish Council on Archives ▪ Supplementary Guidance on Proper Arrangements for Archiving Public Records ▪ UK General Data Protection Regulation Appendix 1: Glossary of terms Term Description Access The right, opportunity or means of finding, using or approaching documents and/or information in any format. Access may also be affected by the legal requirements and the physical condition of the materials, or the need to conserve them. Authenticity The trustworthiness of a record, i.e. the quality of a record that it is what it purports to be and that is free from tampering or corruption. The Council North Lanarkshire Council and North Lanarkshire Licensing Board. Disposal Action taken at the end of the retention period. This can be a decision to retain longer, transfer to the archive or secure destruction. File plan A file plan is a form of classification that arranges records by function. The M365 file plan arranges MS Teams and Sharepoint sites within functional hubs that mirror functions and activities as set out in the Records Retention Schedule. Information Data that has been given value through analysis, interpretation, or compilation in a meaningful form. Lifecycle The life span of a record from its creation or receipt to its final disposal. Non-current records Records no longer required for the work of the Council but retained for evidential purposes. Page 283 of 454
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Records and Information Management Policy v6.0 13 Term Description North Lanarkshire Archives Contains records of any age and any format which are identified by the archivist as having long-term historical, evidential, or legal value. Exists to maintain a traceable and uninterrupted line of care, control and possession of the Council’s records from creation to preservation that serves as a means of protecting the authenticity of the record. Records Information recorded, in any format or media, created, received, and maintained by the Council in the transaction of business, or the conduct of affairs and kept as evidence of such activity. Records Retention Schedule A comprehensive list of records series, indicating for each the length of time it is to be maintained after reaching a trigger date, and its method of disposition. Semi-current records Records that are still referred to on occasion for business purposes on an irregular basis. SIRO Senior Information Risk Owner - role held by the Chief Officer of Legal and Democratic with senior management responsibility for records management and information risk within the Council. Structured records Electronic information created or obtained by end users where the information is stored in tables in a relational database system such as line of business systems. Unstructured records Electronic information such as emails, word processing documents, spreadsheets, presentations and graphics – documents mostly created by individual users from desktop applications that are not relational databases. Unstructured records would also include Adobe PDF files and electronic captures of facsimiles as well as other image files. Page 284 of 454
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North Lanarkshire Council Report Policy and Strategy Committee Does this report require to be approved? ☒ Yes ☐ No Ref REB Date 19/03/26 Review of the Council’s Democratic, Committee, and Decision Making Governance Procedures – Phase 1 Update and Programme Framework From Rachel Blair, Chief Officer (Legal and Democratic) E-mail BlaiRr@northlan.gov.uk Telephone Executive Summary This report provides Policy and Strategy Committee with a comprehensive update on delivery of Phase 1 (Foundations – Governance Systems and Access) of the Review of the Council’s Democratic, Committee and Decision-Making Governance Procedures. The review was approved on 25 September 2025 and is structured as a four-phase programme running to December 2026. It is designed to consolidate recent governance modernisation, strengthen digital capability, enhance transparency and accountability, and establish a resilient, inclusive and future-focused democratic framework. Phase 1 has delivered substantial foundational progress, including: (1) Establishment of a documented governance baseline and evidence of incremental improvements since 2018; (2) Procurement and phased implementation of an integrated electronic voting system; (3) Introduction of a mobile hybrid/webcasting system to enhance accessibility and community-based democratic engagement; and (4) Commencement of the Committee Management System (CMIS) successor options appraisal. The programme remains on schedule. A further report will be presented setting out the CMIS appraisal and confirming completion of Phase 1. Recommendations It is recommended that Policy and Strategy Committee: (1) Acknowledge the progress made in delivering Phase 1 of the governance review; (2) Acknowledge the establishment of a documented governance baseline; (3) Acknowledge the implementation of electronic voting and enhanced hybrid/webcasting arrangements; Item 9 Page 285 of 454
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1. Background 1.1 This report provides Policy and Strategy Committee with a comprehensive update on delivery of Phase 1 (Foundations – Governance Systems and Access) of the Review of the Council’s Democratic, Committee and Decision-Making Governance Procedures. The review was approved on 25 September 2025 and is structured as a four-phase programme running to December 2026. It is designed to consolidate recent governance modernisation, strengthen digital capability, enhance transparency and accountability, and establish a resilient, inclusive and future-focused democratic framework. 1.2 Phase 1 has delivered substantial foundational progress, including: • Establishment of a documented governance baseline and evidence of incremental improvements since 2018; • Procurement and phased implementation of an integrated electronic voting system; • Introduction of a mobile hybrid/webcasting system to enhance accessibility and community-based democratic engagement; and • Commencement of the Committee Management System (CMS) successor options appraisal. 1.3 The programme remains on schedule. A further report will be presented setting out the CMIS appraisal and confirming completion of Phase 1. 2. Report 2.1 In recent years the Council has modernised its governance arrangements in response to evolving working practices, digital advancements and increasing public expectations for transparency, accountability and accessibility. This review consolidates those improvements and establishes a forward-looking framework that is: • Legally robust and procedurally fair; • Digitally capable and resilient; • Accessible to members, officers and the public; • Aligned with recognised best practice across local government; and • Proportionate and strategically aligned with The Plan for North Lanarkshire. 2.2 The overarching aim is to ensure that the Council’s democratic and decision-making arrangements remain fit for purpose, support high-quality democratic processes, and (4) Acknowledge that a further report will be presented to regarding the Committee Management System options appraisal; and (5) Acknowledge the proposed scope and delivery approach for Phases two to four of the programme. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Programme of Work Statutory / corporate / service requirement Page 286 of 454
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position the Council as a leader in modern, citizen-centred governance. The review aligns with: • Best Value expectations under the Local Government in Scotland Act 2003; • CIPFA/SOLACE Delivering Good Governance principles; • The National Performance Framework; and • All Council priorities and ambition statements. 2.3 The review seeks to deliver: • Clear and complementary roles and responsibilities between Members and officers; • Fair, consistent and transparent decision-making procedures; • Accessible, plain-language governance documentation; • Modernised use of technology to support openness and efficiency; • Proportionate governance structures aligned with long-term organisational priorities. 2.4 Phase 1 activity has been structured to directly support these objectives with the review structured across four phases: Phase Focus Area Completion Target Phase 1 Foundations – Governance systems baseline and access improvements April 2026 Phase 2 Engagement and Accessibility – documentation clarity and public usability June 2026 Phase 3 Decision-Making Principles – standards, transparency and competency guidance October 2026 Phase 4 Full Modernisation – Standing Orders and Scheme of Administration/Delegation December 2026 2.5 This phased approach ensures structured progression from foundational systems to procedural reform and consolidation. 2.6 The review encompasses: 2.6.1 Governance Documentation and Structures • Modernisation of Standing Orders; • Review of Scheme of Administration and Delegation; and • Consolidation of governance documentation into a coherent framework. 2.6.2 Committee Minutes and Reporting • Enhancement of clarity and accessibility; • Development of plain-language approaches; and • Consideration of summary formats. 2.6.3 Scrutiny and Public Participation • Assessment of the Committee Questions Log; and • Full review of the Petitions Process, including thresholds, guidance, support and feedback mechanisms. 2.6.4 Decision-Making Principles • Review of motions and amendments processes; and Page 287 of 454
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• Consistency, fairness and proportionality in procedural application. 2.6.5 Guidance and Competency Frameworks • Updated guidance for Members and officers on competency of motions and amendments; and • Clear approaches to non-competent matters. 2.6.6 Technology and Committee Management • Review and modernisation of the Committee Management System; • Digital accessibility improvements; and • Integration with voting and webcasting systems. Phase 1 Progress Update 2.7 Phase 1 has established a documented governance baseline, including a chronology of governance updates and improvements since 2018 (Appendix A) and a summary of how governance practices have evolved, particularly in digital accessibility and publication standards (Appendix B). These documents provide a structured evidence base demonstrating incremental improvement and supporting external scrutiny. 2.8 An integrated electronic voting system has been procured and piloted. This system enables in-chamber and remote voting, automated recording and display of voting outcomes and creation of auditable digital records. Initial implementation indicates improved clarity, efficiency and transparency. Training and structured support are being provided to Members to ensure confident adoption prior to full roll-out. 2.9 A mobile hybrid/webcasting system has been introduced to enhance technical resilience, improve accessibility for remote participation, enable meetings to be held in community venues with full democratic functionality and strengthen public transparency through improved webcast quality. Appropriate safeguards remain in place for exempt business and data protection compliance. 2.10 An options appraisal for a CMS successor is underway, assessing usability for members and officers, public accessibility, integration capability, records management functionality and long-term sustainability and value for money. A future report will be presented confirming the outcome of the options appraisal. 2.11 Phase 2 will focus on engagement and documentation accessibility, including minutes reform and petitions process review. Phase 3 will establish clearer decision-making standards and updated competency guidance. Phase 4 will deliver a comprehensive modernisation of Standing Orders and the Scheme of Administration and Delegation, consolidating reforms into a single coherent framework. 2.12 Phase 2 (April–June 2026) will focus on strengthening public-facing governance and improving accessibility and engagement. Key areas will include: • Review of committee minutes to enhance clarity and readability, including consideration of plain-language summaries; • Assessment of the Committee Questions Log to ensure it strengthens scrutiny and accountability; • Review of the Petitions Process, including thresholds, clarity of guidance and feedback mechanisms; and Page 288 of 454
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• Consideration of improvements to public-facing publication standards and digital navigation. 2.13 Member engagement sessions and cross-group discussions will be embedded throughout these phases. Member engagement remains central to the governance review. Member engagement remains central to the governance review. The approach that will be applied during Phase 2 includes facilitated workshops, briefings to gather structured feedback, circulation of draft proposals for comment before formal reporting and transparent capture and documentation of member feedback. Conclusion 2.14 Phase 1 of the governance review has delivered substantial foundational improvements and has established a clear evidence base of governance development since 2018. The procurement and pilot implementation of electronic voting and enhanced hybrid/webcasting capability represent significant modernisation milestones. 2.15 The review remains on schedule, with Phase 1 completion aligned to April 2026 and a further update to follow. The transition to Phase 2 will shift focus toward public accessibility, engagement and usability, ensuring that governance arrangements remain transparent, proportionate and aligned with best practice across Scottish local government. 3. Measures of success 3.1 Phase 1 will be considered successful where: • A clear documented governance baseline is established; • Electronic voting operates securely and reliably across committees; • Hybrid/webcasting arrangements demonstrate improved resilience and accessibility; • The CMIS/MARS options appraisal provides a clear strategic direction; and • Elected members confirm that governance systems are clearer, more accessible and more transparent than prior to commencement of the review. 4. Supporting documentation Appendix A – Chronology of Governance Improvements Since 2018 Appendix B – Evolution of Governance Practice and Digital Accessibility Rachel Blair Chief Officer (Legal and Democratic) Page 289 of 454
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☒ No ☐ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The review supports compliance with statutory governance obligations, including Best Value duties and administrative law principles. Modernisation of Standing Orders and delegation schemes will ensure decisions remain within statutory competence and reduce exposure to procedural challenge. 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Page 290 of 454
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Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The review carries a positive communications impact by demonstrating proactive governance strengthening. Implementation of electronic voting and improved webcasting enhances public visibility of decision-making. Future phases will require structured communication to Members, stakeholders and the public regarding documentation changes and accessibility improvements. 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? Key risks include: • Reputational risk if governance arrangements are perceived as outdated; • Technological obsolescence risk without system modernisation; • Procedural inconsistency risk absent consolidated documentation; • Engagement risk if reforms are not clearly communicated. These risks are managed through structured programme governance and the Project Risk Register. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Page 291 of 454
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Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 292 of 454
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Appendix A Review of the Council’s Democratic, Committee and Decision-Making Governance Procedures Chronology of Incremental Updates and Evidence of Existing Improvements Since 2018 4 October 2018 – Comprehensive Review of Standing Orders Following the local government elections in May 2017, which resulted in over 30 newly elected members and the most significant political change since reorganisation in 1995, a structured review of Standing Orders was undertaken. The review was conducted collaboratively by the Business Managers of the three political groups and was designed to modernise procedures, improve clarity, and support members in balancing civic duties with professional and personal commitments. Key enhancements included: • Motions and Amendments o Clarification of procedural requirements, including submission deadlines, timescales, competency and affordability criteria. o Formal inclusion within Standing Orders of the process for publication of Notices of Motion and Amendments. o Requirement to provide written reasons where a Notice of Motion or Amendment was deemed not competent. o Introduction of a formal definition of a “C Paragraph”. o Provision allowing the mover of an Amendment to sum up, with the mover of the substantive Motion retaining the right of final summation. o Discretion for the Chair to permit members to speak more than once during debate. o Explicit permission for members to read from prepared written speeches. o Requirement for members raising a Point of Order to provide a clear explanation of the alleged breach of Standing Orders. • Questions o Agreement that questions would be placed on the agenda in the order received, removing the previous ballot system and strengthening procedural fairness. • Notice of Agenda Papers o Extension of the publication period for committee agendas and reports to six clear days prior to meetings, enhancing transparency and preparation time. • Substitute Membership o Political groups permitted to appoint up to three named substitute members on non–quasi-judicial committees, providing flexibility and improving attendance management. 3 October 2019 – Procedural Streamlining Further refinements were agreed to enhance operational efficiency and clarity: • Streamlining of the process for issuing and approving the Volume of Minutes. • Formal agreement of the order of business for Ordinary Council meetings. • Clarification of the process and timescales for publishing Motions and Amendments. • Introduction of a defined process for resubmitting Motions and Amendments previously ruled not competent. Page 293 of 454
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• Clarification regarding the compositing of Motions and Amendments prior to and during meetings. • Update to the procedure for issuing Committee Agenda Packs to provide greater clarity and consistency. 6 October 2022 – Timetable Rationalisation Council approved a revised timetable of meetings covering the period to May 2027. The timetable was refined to better align with members’ availability and to improve scheduling coherence across the civic calendar. 15 December 2022 – Strengthening Competency and Affordability Requirements Standing Order 31 was amended to require that any Motion, Amendment or Composite Motion must: • Meet the criteria of competency, relevancy, and affordability; and • Provide full details of associated financial implications and funding sources. This change reinforced budgetary discipline and strengthened governance by ensuring financial transparency and alignment with the Council’s fixed annual budget framework. 21 December 2023 – Governance and Scrutiny Enhancements To maintain alignment with CIPFA’s Audit Committees: Practical Guidance for Local Authorities (2018) and to support the Council’s Best Value obligations: • Substitute members were removed from the Audit and Scrutiny Panel to ensure consistency, appropriate training, and institutional knowledge. • All Planning, quasi-judicial and regulatory committees and sub-committees were required to meet in person. • The previous requirement to nominate three substitutes per committee was removed, providing increased flexibility for political groups while maintaining governance standards. 19 December 2024 – Procedural Modernisation and Clarity A further package of amendments was approved to enhance interpretability and transparency: • Revision of several Standing Orders to improve clarity and usability. • Authority granted to the Chair to adjourn meetings for up to 30 minutes. • Streamlining of the amendment submission process. • Introduction of a deadline requiring Amendments to be submitted no later than 24 hours prior to committee meetings. • Extension of substitute member arrangements to all Committees and Working Groups, except the Audit and Scrutiny Panel and the Licensing Board. • Agreement that Planning Committee meetings be held in hybrid format. Collectively, these measures strengthened procedural transparency, improved member participation, and enhanced operational flexibility. Page 294 of 454
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Appendix B Review of the Council’s Democratic, Committee and Decision-Making Governance Procedures Evolution of Council Practices in Terms of Digital Accessibility and Publication Standards 4 October 2018 – Audio-Visual Recording Council agreed that audio-visual recording of meetings would be conducted in accordance with the Council’s Media Policy, formalising arrangements for public access and transparency. 3 October 2019 – Digital Accessibility Improvements To enhance accessibility and reduce reliance on paper-based systems: • The Volume of Minutes was issued electronically only. • The process for approving committee minutes was simplified. • Introduction of electronic meeting requests and electronic links to agenda packs, enabling immediate access upon publication. • Hard copy agenda packs remained available upon request, ensuring inclusivity. 13 August 2020 – Remote Meeting Protocol In response to operational challenges and to strengthen resilience: • Remote meetings were introduced. • A formal Protocol for Remote Council and Committee Meetings was implemented to facilitate structured hybrid operation. • Comprehensive member training was delivered on the Webex platform. • The protocol set out detailed procedures covering: o Issuing of agenda packs; o Submission of Amendments; o Declaration of interests; o Use of chat functions; o Points of order; and o Electronic voting processes. These measures ensured governance integrity while maintaining decision-making continuity. 7 October 2021 – Introduction of Hybrid Meetings Council formally introduced the capacity to host hybrid meetings, enhancing flexibility and broadening participation opportunities for elected members. 6 October 2022 – Commitment to Hybrid Working Council approved a Notice of Motion recognising that hybrid working: • Enhances participation, capacity and empowerment; • Reduces barriers faced by individuals from marginalised backgrounds; • Reflects contemporary workplace practices; and • Promotes inclusion and equality. Standing Orders and the Remote Meetings Protocol were amended to embed a commitment to hybrid arrangements for appropriate meetings. 1 July 2023 – Committee Management Information System Page 295 of 454
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Implementation of a new Committee Management Information System delivered enhanced functionality, including: • Publication of member attendance records; • Logging of declarations of interest; • Publication of committee membership and appointments to outside bodies; • Support for the organisation of Councillor surgeries. These improvements materially strengthened transparency and public access to governance information. 22 October 2023 – Access to Exempt Business Council agreed that exempt items of business be recorded and made available to elected members, individually or by political group, upon request, thereby strengthening oversight and informed participation. 21 December 2023 – Minute Recording and Accessibility Enhancements • Committee minutes were amended to formally record questions asked where follow-up actions were committed. • Agenda packs ceased to be routinely posted to members’ home addresses, subject to Equality Act 2010 considerations assessed on a case-by-case basis. These changes reinforced accessibility while supporting environmental and efficiency objectives. 19 December 2024 – Electronic Voting and Question Logging • Introduction of electronic voting for members present in the chamber to improve meeting efficiency and transparency. • Refinement of the process for recording member questions. • Distribution of responses to all committee members and circulation of a consolidated question-and-response log at the end of each meeting cycle. 18 December 2025 – Award of Electronic Voting and Hybrid Meeting System Contract Council received confirmation that the contract for an integrated electronic voting and mobile hybrid meeting system had been awarded. The project forms a central component of the Council’s democratic modernisation programme and aligns with: • The Review of Democratic, Committee and Decision-Making Governance Procedures; and • The Digital North Lanarkshire Programme of Work. System capabilities include: • Secure voting via: o In-chamber microphone consoles; and o Council-issued laptops or mobile devices through a Microsoft Teams plug-in. • Automatic recording, tallying and display of voting outcomes. • Mobile capability allowing meetings to be held in community venues with full webcast and voting functionality. Page 296 of 454
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Key benefits: • Webcasting capability across Committee Rooms and designated community locations; • Facilitation of hybrid Community Board meetings; • Enhanced community participation and empowerment; • Strengthened resilience and business continuity through portable systems; and • Integrated microphone, video and hybrid control systems reducing technical risk. Page 297 of 454
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North Lanarkshire Council Report Policy and Strategy Committee Does this report require to be approved? ☒ Yes ☐ No Ref LR/HL Date 19/03/26 UK Town of Culture From Lyall Rennie, Chief Officer (Community Operations) E-mail liddleh@northlan.gov.uk Telephone 07973 726496 1. Background 1.1 UK Town of Culture is a new Department for Culture, Media and Sport (DCMS) competition. For the first time, DCMS is inviting towns across the UK to enter the Executive Summary In early January 2026, the UK Government launched the search for the UK’s first Town of Culture. This programme builds on the UK City of Culture introduced in 2009 and sought to celebrate the contribution of people and places across the UK to our cultural life. The Town of Culture programme notes that everyone deserves the chance to share their pride in the place they call home and to have access to quality art, music, dance and drama wherever they live. Following interest from community representatives in Cumbernauld to submit an application to become UK City of Culture, this report outlines the support that will be offered by North Lanarkshire Council and gives an outline of the programme and key next steps. Recommendations It is recommended that the Policy and Strategy Committee: (1) Approves the proposal to support a community led application from the Cumbernauld community for the new UK Town of Culture award. (2) Otherwise, notes the contents of this report. The Plan for North Lanarkshire Priority Enhance participation, capacity, and empowerment across our communities Ambition statement (15) Encourage the health and wellbeing of people through a range of social, cultural, and leisure activities Programme of Work All Programmes of Work Item 10 Page 299 of 454
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competition to showcase original storytelling, and empowering, accessible culture. The competition is targeted at all towns, whether small, medium or large. 1.2 The winning town will be awarded £3 million to deliver a cultural programme in 2028 of around six months. Additionally, the two finalists from their category will receive £250,000 each to deliver elements of their bid. It is a UK-wide programme, developed in collaboration with the devolved governments in Northern Ireland, Scotland and Wales. 1.3 The UK Town of Culture competition aims to celebrate the significant contributions of towns to our national story. The competition focuses on building a more socially cohesive country where communities feel proud of their place and empowered to celebrate it. The UK Town of Culture is an opportunity for places and communities to use culture and creativity to tell their story and why they are proud of their community. In addition to the £3 million main prize and £250,000 finalist prizes, the Government anticipate that winning will lead to significant, demonstrable outcomes, including a boost in civic pride, greater participation in cultural activities, and the formation of enduring community partnerships 2. Report 2.1 With the forthcoming celebrations of Cumbernauld’s 70th anniversary, the council were made aware of significant interest from community groups in the area to submit a bid for this competition. With a population of approximately 50,500, Cumbernauld would bid for consideration under the medium town category. While there is a requirement for all bids to be made in conjunction with the local authority, this project offers the opportunity for the council to support the community to develop their own programme, building capacity and allowing them to steer and design future plans in line with community need. 2.2 The council’s Heritage Outreach Officer will be the lead on behalf of North Lanarkshire Council, working with Cumbernauld Theatre Trust, who will act as the Accountable Body. The responsibilities of the Accountable Body include: • Ensuring the safe and successful delivery of a UK Town of Culture programme; • Managing the financial and legal requirements associated with the delivery of a UK Town of Culture programme; • Taking responsibility for the organisation of a UK Town of Culture programme, including leading on the necessary coordination between relevant partners; • Taking responsibility for any grant funding associated with a UK Town of Culture programme, for which the Accountable Body is the recipient organisation; and • Monitoring delivery of a UK Town of Culture programme and undertaking relevant reporting as may be required by DCMS. 2.3 The Delivery Body is still to be determined but will involve input from North Lanarkshire Council. Initial discussions have involved representation from Coatbridge and Cumbernauld Community Connect (4C Connect) Limited - a consortium of Cumbernauld FM and Cumbernauld College, Cumbernauld Village Community Council and Living Landscapes. All are likely to be involved in delivery, with the Delivery Body responsible for the planning, procuring, commissioning and delivery of a planned UK Town of Culture programme. With the support of Katrina Murray MP, the initial phase of the bid is distributing a short survey to local residents, businesses and stakeholders to determine the local priorities for the forthcoming application. Bidders are encouraged Page 300 of 454
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to consider how their application will complement other UK government place-based initiatives, notably the Pride in Place Strategy which sets out a plan to create safer, healthier neighbourhoods where communities can thrive. 2.4 Next Steps 2.4.1 Timescales for the application and delivery process are tight: Expression of Interests (EOI) to be submitted by 31 March 2026. Stage 2 – shortlisted towns will be awarded a grant of £60,000 each to support them with developing and strengthening their full application. DCMS intend to publish detailed full application guidance in Spring 2026. Applicants will have up to five months to complete the full application. Stage 3 – the decision-making panel will visit the shortlisted places, who will be invited to present to the panel and engage in detailed discussions about their plans. The panel will submit their recommendation for the finalists and overall winner of UK Town of Culture 2028 to the Secretary of State for DCMS, who will make the final decision. DCMS aims to announce the UK Town of Culture 2028 winners in early 2027 3. Measures of success 3.1 A successful application from a community led bid which supports the forthcoming anniversary of Cumbernauld, while fostering a sense of local pride and strengthening of the community. 4. Supporting documentation No supporting documentation. Lyall Rennie Chief Officer (Community Operations) Page 301 of 454
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Page 302 of 454
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Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Corporate Communications are involved in discussions around the Cumbernauld anniversary and will contribute to further project develops as appropriate. 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 303 of 454
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North Lanarkshire Council Report Policy & Strategy Committee Does this report require to be approved? ☐ Yes ☒ No Ref LR/HL Date 19/03/26 Corporate Booking System – Update of Implementation From Lyall Rennie, Chief Officer (Community Operations) E-mail liddleh@northlan.gov.uk Telephone 07973 726496 1. Background 1.1 The award of a contract for a corporate booking system arose from a number of operational requirements which were considered could be addressed through the development and implementation of a single solution which offered simplified management and governance, improved security and compliance, reduced costs and a better user experience. Executive Summary In February 2024, the council approved the award of a contract for a Corporate Booking System to Gladstone MRM, with the 60 month initial award period commencing in March 2024. The procurement was split into 3 sections: • Leisure Management and Membership System • Community Facilities and School Lets • Community Hub bookings This report provides an update on implementation and an overview of next steps. Recommendations It is recommended that the Policy and Strategy Committee: (1) Notes progress on implementation of the new Corporate Booking System and actions taken to work with stakeholders to ensure a smooth transition to improved customer management arrangements. (2) Otherwise, notes the contents of this report. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Programme of Work One Service Item 11 Page 305 of 454
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1.2 The initial driver was the need to for a replacement of the existing leisure management system with a new system providing end to end membership and booking for all NLC leisure venues. With the current Community Facility system coming to the end of its life, there was an opportunity to address a wider concern which had arisen following insourcing of services where booking procedures for customers was considered confusing and required alignment. A further opportunity to align booking processes for customers and staff using our community hubs was added to the scope of the new contract. 2. Report 2.1 With the broad scope of this project, implementation led by Active & Creative Communities in collaboration with Community Facilities and the Community Hub team has allowed for increased innovation and creativity, responding to real-time issues and challenges to ensure the developing solution to continues to meet customer and community needs. The programme is monitored under the One Service Programme of Work. 2.2 The contract was awarded to Gladstone MRM who were the previous contract holder and had worked with North Lanarkshire Council (and previously North Lanarkshire Leisure) for a number of years. This allowed for an improved transition process from the previous leisure management system to the upgraded Gladstone 360 platform. The benefits of the new system include: • Unified, fast and intuitive front of house workspace – brings booking, memberships, payments, access control and customer details into one connected interface. • Mobile ready and tablet-enabled – the system is browser based and staff can use it to support customers anywhere in the facility and not just reception. • Strong customer service integration. • Fully customisable and configurable – the new leisure management system is tailored to meet North Lanarkshire Council’s needs. • Improved customer experience – staff get real time insights into bookings, attendance and access control events – helping them to resolve issues quickly and deliver a better interaction. 2.3 Overall implementation of the programme has included the following steps: • IT network configuration and whitelisting. • Business process review and revision/implementation • Power BI reporting design and implementation. • Configure and implement new online booking and joining software/ 2.4 Implementation of the new leisure management system commenced in September 2024, with the system now live in four of our venues in December 2025 and the rest coming online in mid March. The key focus within Active NL has been the deployment of software and installation of point of sale systems to ensure compliance with all necessary banking regulations. Staff training has been key to ensure a smooth transition to the new system. 2.5 To encourage the continued use and community benefit derived from our Hubs and community facility spaces, much work has been done to consider business processes and how best to improve the customer experience. We continue to use our experience of working with the community to identify users and ensure the system is configured to Page 306 of 454
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consider all booking options, available spaces, staff roles and automated communications. We continue to work on the development of the app to allow easy online access and ensure all staff are trained and able to assist customers at all stages of their journey. 2.6 Stakeholder Engagement 2.6.1 The council was very clear that the new booking arrangements represent a significant change in approach for some operational areas. While less of an adjustment in the leisure world, we have ensured ongoing communication and training for staff to ensure familiarity with the new system. The trade unions had originally expressed some concerns around the impact that online bookings will have on Facilities staff working in the hubs, particularly relating to potential impact of a significant increase in volume of bookings, the change to processes and the impact on school-based tasks. There have now been several positive discussions with local trade unions on this to outline what is involved and these will continue to take place. We have also worked with facilities staff on the development of the personas to identify areas in the new processes that may need to be further explored to ensure successful implementation. 2.6.2 Education staff including Head Teachers and school clerical staff have also inputted to the development of the personas to identify the user experience before and after system implementation with the benefits being recognised such as streamlined processes that will reduce the current administrative burden, and a new solution being welcomed to benefit the overall booking experience and visibility of in hub bookings. 2.7 Next Steps 2.7.1 As outlined, the launch of Gladstone 360 is now well underway within Active NL, with customers benefiting from improved access arrangements and smarter working processes for staff. The next stage of the process is a planned pilot project covering the Buchanan Centre and St. Andrews Hub. This pilot will run for 12 weeks from June 2026 and will allow both customers and staff to understand how they can access online bookings for spaces within our community hubs and wider community estate. The results from the pilot will inform the roll-out across the estate. 3. Measures of success 3.1 A comprehensive and aligned approach to customer facing communications which supports access to services in support of participation, wellbeing and community support. 4. Supporting documentation No supporting documentation. Lyall Rennie Chief Officer (Community Operations) Page 307 of 454
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? All costs associated with the contract were covered prior to award and continue to be monitored. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☒ No ☐ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Where appropriate, People Resources have been involved in discussions with trade unions. 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Page 308 of 454
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Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☒ No ☒ If Yes, please provide a brief summary of the impact? Business and Digital colleagues have been involved in contract implementation considerations throughout. Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☒ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Contract implementation has been linked to staff communication throughout. When appropriate external marketing will take place. 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? All risks managed in line with ACC overall risk management plan. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). Page 309 of 454
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If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 310 of 454
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North Lanarkshire Council Report Does this report require to be approved? ☒ Yes ☐ No Ref JMcK/CMcC/AMcP Date 19/03/26 From Andrew McPherson, Depute Chief Executive E-mail mcphersona@northlan.gov.uk Telephone 07939 280467 Executive Summary Ravenscraig is a significant area of land within the North Lanarkshire area. There have been various iterations of the Ravenscraig masterplan over the years. It is expected that over time, additional homes will be built, requiring new facilities to serve the increased population. Following a statutory education consultation, carried out by the Education and Families Service, new catchment areas were approved in 2021, affecting the catchment areas of eight existing schools. It is important that any new provision assesses the impact on the existing schools, which could make them vulnerable to closure. To date, around 1,000 new homes have been created within the Ravenscraig area. Pupils from these houses have been accommodated within the existing estate and there is still space for more pupils in the existing schools. Analysis has been carried out to understand the impact on the existing schools, and the growing population, to understand the impact of opening the new school provision around 2029 – the final year of the current Strategic Capital Investment Plan. As the report outlines, building new school provision, at this time, would have a negative impact on the existing school estate, and would potentially leave the new schools, or some existing schools, with low levels of occupancy. Rather, it is more prudent to track the need for additional capacity against the rate and number of new homes delivered – as it is these indicators which will determine when any new mainstream school provision would be required. What cannot be lost however, is that the key driver for Ravenscraig, is not centered around mainstream schooling, but around the wider placemaking ambition. So, although the current level of housebuilding does not currently justify the delivery of new mainstream school provision, there is still a need to continue with the drive to regenerate the area for the benefit of the local communities and adapt to the changing demands within such a large regeneration area. As part of this placemaking ambition, there exists the opportunity to consider the establishment of a dedicated ASN facility on the site. Demand for ASN provision within North Lanarkshire continues to increase, reflecting national and local trends associated Policy and Strategy Committee Ravenscraig Community Hub Item 12 Page 311 of 454
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with the rising identification of complex and profound needs. Current provision, both within mainstream settings and existing specialist resources, is under increasing pressure. The development of a dedicated ASN school within the authority would directly respond to this demand and support the Council in meeting its statutory duties to provide appropriate education for all children and young people. Analysis also shows that the current agreed location for the community hub (as per the 2021 statutory education consultation) does not provide significant flexibility on the offering we could provide at that location. The site is approximately 2.5 hectares, and it would likely only accommodate two schools on that site. There is no scope for other facilities (e.g. cultural offering) at this site. Conversely, the Levelling Up Fund (LUF) site (which was proposed for the community hub as part of the LUF bid) at approximately 7.5 hectares, offers significantly more space to marry current and future council ambitions - be that mainstream education, bespoke ASN education, cultural offering (theatre), or social housing. At around three times the size of the other site, it provides flexibility to bring the right assets forward at the right time. To take this forward, further ground investigation works will be required to fully assess the costs associated with any future development of the site. Recommendations It is recommended that the Policy and Strategy Committee: (1) Acknowledge the outcome of the Options Appraisal exercise for the provision of mainstream school provision. (2) Acknowledge that a statutory education consultation would be required to change both the location, and the catchment area for the new schools (at the appropriate time). (3) Agree for officers to track the need for a new school against the rate and number of new houses built each year using the published Housing Land Audit. (4) Agree that further ground investigations are undertaken on the ‘LUF’ site. (5) Acknowledge that, following completion of the ground investigations works, the feasibility assessment for a dedicated ASN facility and on receiving the outcome from Historic Environment Scotland on the future of the Motherwell Concert Hall, a further report will be submitted to Committee outlining how future developments could continue with the place making ambitions for Ravenscraig in line with the Council’s overall Programme of Work. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Programme of Work Transforming Places Page 312 of 454
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1. Background 1.1 The Plan for North Lanarkshire is the key strategy linked to making North Lanarkshire the place to live, learn, work, invest and visit. The plan is delivered via a series of Programmes of Work, one of which is the Transforming Places Programme of Work. The Town and Community Hub programme reports through the Transforming Places programme of work 1.2 In March 2025, Policy and Strategy Committee approved the Strategic Capital Investment Programme for 2024/25 to 2028/29. Within this approved capital programme, a commitment of £347m was allocated to the Town and Community Hub programme, outlining the aspiration to review projects in Abronhill, Glenboig, and Ravenscraig. 1.3 Ravenscraig is a significant area within the Motherwell area, which has delivered around 1,000 houses over the last few decades. Public investment within the area has also been significant within the area, with a regional sports facility, a further education establishment, and a playpark with public open spaces. 1.4 Various iterations of a masterplan for the area have been produced over the decades, with each showing a mix of housing and other infrastructure investment. As with many areas, plans can change over time, reacting to the perceived needs of the local and regional area at that time. 1.5 The number of houses planned on the site has fluctuated over time, with the council monitoring this through the Housing Land Audit, which is produced and agreed annually. In recent years, the Housing Land Audit (HLA) has shown that an additional 3,448 houses could be delivered under plans. 1.6 It is noted that some housing sites have also been earmarked for other potential developments, such as an AI datacentre. As has recently been demonstrated, the economic and community benefits associated with datacentres is significant, but what this also highlights is the dynamic nature of strategic development plans within an area the size of Ravenscraig, and the causal effect of projecting requirements for future pupils. The data centre proposal would reduce the overall housing projection within Ravenscraig by around 1,000 units, but this must be set in context against the significant economic benefit and the housing growth which would be stimulated elsewhere as a result. 1.7 As a rule of thumb, pupils generated from new housing amount to three pupils for every ten houses built. Therefore, for around 1,000 houses, an approximate 300 pupils would be added to the pupil populations for local schools. These pupils are distributed amongst the various schools, based on catchment areas which predate the current masterplans. 1.8 All pupils from the completed 1,000 homes to date, have been accommodated within the existing school estate and at present there is still sufficient capacity to accommodate additional pupils. 2. Report 2.1 As outlined in the background section above, it is acknowledged that Ravenscraig is a significant development, and has increased and will continue to increase the local population. The development of land, and timescales, has changed over time which Page 313 of 454
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requires recalibration of other plans, such as when new schools are required, in response to development changes. 2.2 The investment identified within the 2024 Strategic Capital Investment Plan, for the Ravenscraig Community Hub, provided an opportunity to evaluate what impact building school provision, to support the current, and future populations, may have on both the existing and new school populations. At that time, the investment concentrated on the potential immediate need for new (mainstream) schools to meet demand, with an understanding that this need was subject to analysis. 2.3 Whilst our Community Hub offering looks to deliver for the whole community, schools are the core and main service delivered from these hubs. The focus of this report is on the schools which would be within the hub. That said, whilst the immediate focus was on the need for new schools to meet demand, it was recognised that emerging plans to meet the ambitions of the council, along with the analysis of the school need, determined that the original site for the schools no longer marry with the ambitions of the council. 2.4 As reported to previous committees, analysis was required to understand how creating additional schools would affect the current schools and school populations. As such, an option appraisal exercise was carried out in 2025 to analyse the impact on both the existing and new school provision through analysing different scenarios linked to the creation of a new Community Hub by 2029. Determining the need for new schools 2.5 Creating completely new schools is a rare occurrence and generally only happens when significant numbers of houses are created within a small geographical area – which without the new schools, would place significant and unmanageable pressures on the existing schools. 2.6 Generally, existing schools would be replaced by new schools, which could accommodate a larger number of pupils. Alternatively, an extension to the existing schools would facilitate the growth required for accommodating the increase in pupil numbers. 2.7 It has been evidenced that the number of births has been declining and is expected to continue to reduce over the decades to come. This coincides with an increase in the number of older adults within our communities – creating a different set of challenges. The point being that the rate of housebuilding is critical to understand if the new pupils generated from new housing can be offset by the reduction in births over the decades. 2.8 It is observed there is a dramatic difference between how the council would need to react to 3,000 houses being built over a decade, compared to 3,000 houses being built over five decades. This is because there is a marked difference between 100 pupils presenting at once, to 10 new pupils presenting each year. Using primary schools as an example, a pupil will attend for seven years, so in year eight, a new pupil can take the space vacated by the pupil who started seven years ago. Therefore, it can be illustrated that 10 pupils presenting from the houses built in year eight, could take the space of the pupils who presented in year one. 2.9 It should be noted that this is an illustrative example, rather than modelling of projected pupil numbers, which is much more nuanced. The example does, however, illustrate the point at a macro level – where housing is spaced out, the demand on the schools is much less than when high levels of housing are delivered within a short time. Assessing the impact on the current school estate. 2.10 There are eight schools which currently serve the area (which would become the new Page 314 of 454
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Ravenscraig catchment(s)), and where their overall catchment area would be reduced, and pupils realigned to the new Ravenscraig schools based on the currently agreed catchment areas (as approved through the Statutory Education Outcome Report presented to Education and Families Committee in May 2021). 2.11 The analysis for this exercise concentrates on the primary school estate. This is because the impact on these schools will be more acute than on the secondary school estate. Due to the way early years is operated, through private, public and third sector provision, there is more ‘flex’ with this provision where new spaces do not need to come from the local authority. 2.12 Within the primary estate, each house has the choice of two schools, one for non- denominational provision, and one for denominational provision. As such the analysis on the impact was run from two perspectives: impact on the non-denominational schools, and impact on the denominational schools which are impacted by the creation of new school provision in the Motherwell area surrounding Ravenscraig. 2.13 There are eight schools which would be impacted by the creation of new school provision within this area, these are outlined in the table below. Non-Denominational Primary Schools Denominational Primary Schools Keir Hardie Primary School Our Lady of Good Aid (Cathedral) PS Muir Street Primary School Out Lady and St Francis Primary School Glencairn Primary School St Thomas’ Primary School Knowetop Primary School Berryhill Primary School Table 2.13 – Existing primary school provision serving the area 2.14 The creation of completely new schools take land and pupils from other schools, through the creation of new school catchment areas. This can clearly have an impact on the occupancy levels and as a result, viability of the existing schools which now cover smaller geographical areas. 2.15 Occupancy levels in schools (which is the number of spaces used, when compared with the number of spaces available) are assessed annually, reported as part of a series of ‘core fact’ returns to Scottish Government, and are used to assess the ‘efficiency’ of the school estate. 2.16 Whilst there is no ‘target’ for school occupancy, there are thresholds which would be determined to be optimal, when looking at how efficient a school is. A school which has occupancy between 70% to 90% would be considered as operating effectively within our school estate. 2.17 Above 90% and in any given year, the school could face difficulties in configuring class sets. This is because, as year groups change, the number of pupils who can be accommodated change. For example, only 25 pupils can be in a P1 or a composite class, a P2 or P3 class can accommodate 30 pupils, and a P4 to P7 class can accommodate 33 pupils. School capacities (the number of spaces available) is generally calculated using these figures (assuming the size of the classroom is sufficient). So in a school with seven classes it is determined that it can hold 217 pupils (P1 (25), P2 and P3 (30), P4 to P7 (33) – 25+30+30+33+33+33+33 – 217) 2.18 If however, you have 34 P4s, for that year you are going to have to split them into two classes – if you create a P3/4 or a P4/5 you can only have 25 in that class (as it’s a Page 315 of 454
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composite). For every composite you create outwith P1, you reduce the number of spaces available by up to 8 (33-25). Hence the desire to set the threshold to 90% as it provides ‘year on year flexibility’ for class configurations. 2.19 At the opposite end of the scale, once a school falls below 70% it becomes less efficient. Once a school is operating below 50%, there are more spaces empty than being used – and this is clearly an inefficient use of space. When these scenarios appear, school closures are a possibility, as merging smaller inefficient schools with larger schools makes the estate more efficient. 2.20 As such, when a new school is introduced, which will take pupils either immediately or over time, from their existing school, it is reasonable to consider the impact of such action on the existing school estate, to avoid making any of these schools, and the overall estate, from becoming inefficient. Ravenscraig Community Hub – Options Appraisal Analysis 2.21 The data from the 2024 Housing Land Audit (HLA) was used to assess the impact of the proposed housing, and associated phasing within the Ravenscraig area. The 2025 HLA has recently been created and there is no significant difference to the 2024 audit. As such the findings from the 2024 HLA analysis remain relevant. 2.22 The analysis looked at the impact of having a new Ravenscraig Community Hub open and operational by 2029, as this is the last year of the current Strategic Capital Investment Plan. The analysis looked at the impact on the existing schools and the newly created school provision using various scenarios: 2.22.1 Scenario 1 – do not build a new community hub by 2029, using the existing schools to accommodate any new pupils. 2.22.2 Scenario 2 – build new schools using the new catchment boundaries, as approved via the statutory education consultation. This scenario shows the impact on all existing schools, and the newly created schools. This scenario uses the catchment areas, as consulted on and approved in May 2021. 2.22.3 Scenario 3 – build new schools using alternative new catchments. This purpose of this scenario was to analyse if pupils could be distributed more evenly, using a different geographic (catchment) area than that consulted on in May 2021. The results are based on these alternative catchment areas, created to try and disperse pupils more evenly to manage the occupancy levels of the schools within the area. Scenario 1 – Do not build new schools by 2029 2.23 This scenario looked at the house building proposed within the area, analysing the impact of the pupils from those new homes integrating into existing schools, based on existing catchment areas. 2.24 The table below looks at the number of permanent spaces within the schools. Those with an asterisk also have temporary spaces, created through the inclusion of modular units within the school grounds. These are generally not analysed as part of roll projections as they can be moved if they are no longer required. To include them would make a school look less efficient, when the removal of the units is manageable. School Capacity 2029 Projected Occupancy Percentage of spaces utilised Page 316 of 454
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Muir Street PS 349 207 59% Berryhill PS 292 242 83% OLSF PS* 315 265 84% Knowetop PS 534 447 84% St Thomas’ PS 292 264 90% Cathedral PS 548 511 93% Keir Hardie PS* 217 204 94% Glencairn PS* 367 392 107% Table 2.24: Scenario 1 - 2029 projections 2.25 The table above shows that Berryhill, Our Lady and St Francis (OLSF), Knowetop and St Thomas’ primary schools are projected to be operating within optimal levels, should the houses come forward as projected and no new school provision is created by this time. 2.26 Cathedral PS would be operating at slightly above optimal levels, but still have capacity and flexibility, due to the size of the school. 2.27 Keir Hardie and Glencairn primary schools both have modular accommodation which is not accounted for within the above projections. If included, Keir Hardie would be operating at 76% capacity, and Glencairn would be operating at 85% capacity, both of which are within optimal levels. 2.28 Muir Street is the outlier, operating at 59% capacity which is below optimal levels. It should be noted that the proposed new school provision would each have a capacity of 217 pupils. This is noted to illustrate that, with a projected number of 207 pupils, it is not that Muir Street has low pupil numbers, but rather that the school has far too many spaces for current and future requirements. The optimal solution for this school would be to remove classrooms from the school and reallocate them for other community and/or educational needs, as promoted through the SARIS school strategy, reported through previous Policy and Strategy Committee meetings. Scenario 2 – Open the new schools in 2029 – using ‘as consulted on’ catchment areas 2.29 This scenario looked at the house building proposed within the area, analysing the impact of the pupils from those new homes integrating into new schools, based on the catchment areas consulted on and approved in May 2021. 2.30 Similar to scenario one above, the table below looks at the number of permanent spaces within the schools. Those with an asterisk also have temporary spaces, created through the inclusion of modular units within the school grounds. These are generally not analysed as part of roll projections as they can be moved if they are no longer required. To include them would make a school look less efficient, when the removal of the units is manageable. 2.31 Different from scenario one above, there are now two new schools which have redistributed the pupils from their current schools to their new schools. It is accepted that a significant number of pupils may choose not to move schools. However, there is no clear number or percentage which can be attributed to those that may stay in the school they currently attend. Therefore, this could be viewed as a “worst case scenario”. However for each pupil that stays at their existing school, would be one pupil less in the projections for the new schools. Page 317 of 454
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School Capacity 2029 Projected Occupancy Percentage of spaces utilised Muir Street PS 349 164 47% OLSF PS* 315 148 47% Keir Hardie PS* 217 155 71% Cathedral PS 548 407 74% Knowetop PS 534 404 76% Berryhill PS 292 240 82% Ravenscraig ND 217 180 83% St Thomas’ PS 292 261 89% Glencairn PS* 367 362 99% Ravenscraig Den 217 233 107% 2.32 It is noted that for Keir Hardie, through to St Thomas’s, the projections look to have occupancy levels within the ‘optimal’ range. If this option was taken forward, the modular units at Keir Hardie would not be required. 2.33 For Glencairn PS, as with Scenario 1, as there is modular accommodation within this establishment, which is not counted within the figures outlined above, the occupancy levels, when including the modular units, would show the school to be 79% occupied, so within optimal range. 2.34 For both OLSF (which also currently has modular units) and Muir Street primary schools, both of these schools are projected to fall below 50% occupancy making them very inefficient and vulnerable to closure. 2.35 Finally, the Ravenscraig Denominational school would be beyond capacity, if all pupils appeared as modelled. As outlined above, this is unlikely to be the case in the short term, but it is unclear how the projections would change as more housing is brought forward within the catchment area. There is not enough information at this time to determine what the long-term requirements would be. It is possible that a significant number of pupils would choose to stay where they are at present or put in placing requests at existing schools in future years. Parental choice, through placing request provide a significant level of uncertainty to roll projections. It cannot be clear, until a school is established over a significant number of years, how parents’ choice will affect and impact on the school populations within the local area. Scenario 3 – Open the new schools in 2029 – using ‘alternative’ catchment areas 2.36 This scenario looked at the house building proposed within the area, analysing the impact of the pupils from those new homes integrating into new schools, based on alternative catchment areas to those consulted on and approved in May 2021. 2.37 Due to the disparity of distribution when using the ‘as consulted on’ catchment areas, it was viewed worthwhile to attempt to redraw the catchments to create a better balance. Specifically, an attempt to address the results affecting Keir Hardie, Muir Street, and the new Ravenscraig Denominational primary schools. 2.38 There were constraints, including recognition that natural boundaries (such as roads, or streets) should be used where possible. The conclusion was, with the projected number of homes forecast to be built between now and 2029, there was no clear optimal boundary to prevent adverse impacts on some schools. Page 318 of 454
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2.39 Below is the result of the option explored, by moving some catchment areas so distribute the pupils more evenly. As you’ll note from the table below, there were still issues with the results. School Capacity 2029 Projected Occupancy Percentage of spaces utilised Muir Street PS 349 202 58% OLSF PS* 315 220 70% Keir Hardie PS* 217 165 76% Cathedral PS 548 423 77% Knowetop PS 534 406 76% Berryhill PS 292 239 82% Ravenscraig ND 217 122 56% St Thomas’ PS 292 260 89% Glencairn PS* 367 367 100% Ravenscraig Den 217 150 69% 2.40 It is observed from the results above, by proactively moving catchment boundaries to ensure existing schools are less vulnerable, there is a negative impact on the numbers for the two newly created schools. 2.41 It should also be noted that the projections are based on all pupils moving to the school, when their house moves into a new catchment area. As outlined above, there will be a significant number of pupils who may not choose to make this change and stay where they are currently. 2.42 There is a real risk, with implementing this option, that the council will open two schools which would remain extremely under occupied, with a strong possibility that the Ravenscraig ND school could open with less than 50% of spaces occupied. Should future house building slow and not materialise, there is a risk that this school would remain below optimal levels and create over capacity in this local area. Options Appraisal – Conclusion: No identified need for new school by 2029 2.43 Based on the data outlined above, there is a risk with building the schools by 2029. The impact on the existing school estate is unpredictable, as are the numbers which could occupy the new school. It is also assuming that all housing that is targeted to be delivered between now and 2029 is delivered. 2.44 Given that Option One indicates that, should the housing come forward as currently projected, and should the pupils materialise as predicted, there is adequate provision within the existing school estate to accommodate pupils up to and beyond the year 2029. 2.45 As such, it is deemed a bigger risk to create the additional spaces by the year 2029, than to not build and open the schools by this time. A summary of all options in map/graphic form is enclosed at Appendix A. Options Appraisal – Discussion and conclusion regarding hub location 2.46 As part of the options appraisal exercise, officers also assessed the benefits of the two sites. Site one is the school site to the north of the Ravenscraig Sports Facility which Page 319 of 454
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was consulted on and approved as the location for the new community hub. Site two is the Levelling Up Fund (LUF) site, which is to the south of “The Craig’ community park. These are outlined at Appendix B. 2.47 Officers identified that the size of site one (approx. 2.5 hectares in size), which is expected to only accommodate the buildings required for two schools does not offer the flexibility for other options which are being explored as part of this community hub offering. Conversely, site two (approx. 7.5 hectares in size) provides significantly more opportunities to meet the emerging needs of the council – specialist ASN provision, cultural (theatre) offering, and social housing. 2.48 It was concluded by the officers that the LUF (7.5 hectare) site provides more opportunity and flexibility for both current and potential future requirements for wider council ambitions at this larger location. It is noted that, should this be agreed at Council level, a further statutory education consultation to change the agreed location for the new schools, would be required (at the appropriate time), to allow any new education provision to be located at the LUF site. 2.49 Previous ground investigations were undertaken for the LUF site in November 2022 as part of the preparation of a bid for Levelling Up Funds to support the substantial estimated remediation costs. It was understood that further ground investigation surveys would be required to fully establish the extent of remediation work required and associated costs. 2.50 It would be the intention therefore, to now commission this further ground investigation works which will provide a more detailed cost for remediation and how development options could be taken forward on site to maximise the potential of the site but reduce the overall remediation costs. 2.51 North Lanarkshire Council currently has a legal agreement with Ravenscraig Ltd to transfer the site identified as SC1 in Appendix B to the council for the purposes of building new primary schools (joint campus). If, following further ground investigation and feasibility assessment, the preferred site for future education provision is the LUF site, then the SC1 site could potentially be developed for housing by Ravenscraig Ltd, subject to satisfactory negotiation on the transfer of the LUF site. Prior to any formal agreement however, the full outcome of the ground investigation must be known and a further report to Committee will be provided providing this outcome and what the proposals would be for development across the two sites. Evaluating when the new Community Hub will be required 2.52 At present, there is no clear answer to the question as to when the community hub will be required. Rather it is offered that the need for the new hub is directly related to the number of houses brought forward at a rate which dictates when that additional provision is required. As outlined in section 2.8 above, should the homes not materialise as per the phasing (outlined in the table below) it may be that a space may be recycled and reused by another pupil, rather than multiple spaces being required at the same time. 2.53 It is further noted that of the 3,448 houses proposed, only 305 of these houses, which Timeline Estimated number of new homes to be built 2025 – 2029 305 2030 – 2034 1048 2035 – 2039 722 2040 – 2044 833 2045 - 2049 540 Page 320 of 454
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equates to 9% of the total, are expected to be delivered by 2029. Around 1,770 additional houses are projected to be built in the following decade (between 2029 and 2039). 2.54 As outlined earlier within this report, there have been various iterations and amendments to the plans for this area. Indeed, there are currently plans being considered within this area, for an AI datacentre, which would reduce the overall number of homes by around 1,000. Whilst this change of use offers other economic opportunities, it is mentioned to illustrate the dynamic discussions around land use within this area, and the associated challenges this brings with projecting requirements for pupil spaces (and the timing of new school provision). 2.55 The strategy therefore is to monitor the house building over the coming years, as this will reduce the risk to the council and ensure that over provision is not created for pupils within this local area. Alternative and Associated Consideration 2.56 As detailed above, although there is currently no specific date as to when new and additional mainstream school provision is required, the development of this area of the Ravenscraig site is primarily around place making and not solely about an education offering. The larger (7.5 hectare) site clearly provides more opportunities to meet council ambitions. 2.57 As previously reported to Committee, part of this consideration is the provision of a cultural offering. This is still very much dependent on the outcome of the ongoing discussions with Historic Environment Scotland around the de–listing of the existing Motherwell Concert Hall which is subject to a separate report to this Committee. 2.58 Coupled with the decision on the concert hall, the Council’s Education, Children and Families service is currently reviewing its overall approach to ASN education. Within North Lanarkshire, ASN numbers have continued to rise through to 2026 with 19,844 pupils confirmed with ASN, equivalent to 40.9% of the school population. 2.59 Considering the increasing numbers of children now presenting with ASN and how the overall education estate manages this increase, of consideration is the delivery of a new dedicated and bespoke regional ASN facility to the standard of the new Community Hubs but dedicated to ASN education. A feasibility study on the size and scale of such a facility is now being progressed, following approval at the recent Education, Children and Families Committee. 2.60 A purpose-built ASN school would deliver highly specialised, needs-led education within a bespoke hub designed to promote learning, wellbeing, family engagement, partnership working, and inclusion. This approach aligns with The Plan for North Lanarkshire and the approved operating and leadership model. Such provision enables appropriately sized classes, access to specialist facilities, sensory and therapeutic spaces, and the flexibility required to meet a wide range of complex needs. Embedding health and partner services within the setting enhances coordination, supports early intervention, ensures continuity of care, and drives improved outcomes for pupils, all of which embodies the wider principle of “Whole Family Support”. 2.61 The absence of sufficient local ASN provision increases the likelihood of parents seeking placements outwith the authority or within independent settings. Where it can be demonstrated that appropriate local provision is not available, the Council is at increased risk of unsuccessful outcomes at ASN tribunals. 2.62 A dedicated ASN school strengthens the Council’s position by evidencing the Page 321 of 454
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availability of high-quality, needs appropriate provision within North Lanarkshire. This reduces the risk of successful placing requests to independent or out of area schools, limits financial exposure, and supports the Council in evidencing compliance with its statutory duties under additional support needs legislation. 2.63 The dedication of our employees engaged in ASN provision must also be recognised. Daily, they deliver a level of care and education which although rewarding, can be exceptionally demanding, and it is important that we provide them with the best possible environment in which to provide this support. 2.64 The intention is for a feasibility study / business case to be undertaken to determine whether the commitment to the establishment of a dedicated ASN facility will address the risks detailed above, deliver the anticipated revenue cost reductions and operational efficiencies and, most importantly, improve the overall educational experience of our most vulnerable children. 2.65 Consequently, although the delivery of a mainstream education provision within the Ravenscraig site does not appear to be viable at this time, there are parallel workstreams still ongoing which will continue the regeneration of Ravenscraig and continue with the place making ambitions for this area. Next steps 2.66 It is proposed that the next steps would be to agree the LUF (7.5 hectare) site is the correct location for the council to secure to meet both education and other related needs within this strategic area of land within North Lanarkshire. 2.67 It would therefore be recommended that the council commences the further site investigations detailed above as this will then inform the development options available at the site and the costs associated with remediation. 2.68 In the time taken to complete the site investigation, the Council should be in receipt of a decision from Historic Environment Scotland on the future of Motherwell Concert Hall, there will be an outcome on the feasibility study for a new ASN facility and there may be further clarification on housing development across the Ravenscraig site. Having all this information available will then allow the Council to be a in a much more informed position on the best options for development across both sites, and a further report will be submitted to Committee outlining proposals on what future developments could continue the place making ambitions for Ravenscraig in line with the Council’s overall Programme of Work. 3. It is also evident that, with a proposed change for the mainstream school location, another statutory education consultation would be required to allow the catchment areas to be adjusted. This would be the appropriate time to identify the optimal shape of the catchment areas, to ensure there is minimal impact on the existing surrounding schools. 4. Measures of success 4.1 The creation of new schools, in a timely manner, in line with housing completions, demand and to ensure both existing and new schools have sufficient capacity and occupancy. 4.2 The continued successful delivery of the Council’s place making ambitions across the Ravenscraig site. 5. Supporting documentation Page 322 of 454
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5.1 Appendix A – Graphical representation of the catchment boundaries, associated schools, and anticipated impact on each school within the local area. 5.2 Appendix B – Graphic showing a version of the Ravenscraig masterplan, outlining the two sites (as discussed within this report). 5.3 Appendix C – Core Fact data for the existing schools outlined within this report. Andrew McPherson Depute Chief Executive Page 323 of 454
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6. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? There is capital funding allocated within the current five year plan which may need to be reallocated. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☒ No ☐ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Statutory education consultations will be required as part of any proposals taken forward as a result of this report. 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 324 of 454
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5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Potential comms around the proposed changes in site, and potential uses of the site for council facilities. 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Page 325 of 454
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☐ No ☐ Yes Page 326 of 454
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• • Appendix A Yep Fa I Denominational Primary Sector 2029 projections (HLA): ,haw Ole Nat, Keeping the status quo (no new school) • Horeshaw Moss Ha Low Blan rye Bia 'Yre Coltne Bonkle Cnndledyke 1111 E rnock Hamilton (h n 1rgha I • � �llv rlon II F irh II low\Vater-s Caml:-usnethar t 100 Morn1ngs1de Chapel BogS1de Me1k e Earnock Wildmanbndge Law Limek1lnbum Quarter Meadowh, Larkhall 0.5 3_ Kilometers • Dalserf Carlu .. Page 327 of 454
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Appendix A Old i.tone ature Park Cot Newarth1II r .,E woOCI ad10, p,. l Hamilton nowetop "" Primary School Capacity: 534 RP 2029: 447 Occupancy: 84% CJlz�II Cr Mu1rhouse e p�G,11 0.5 0.25 0 0.5 �--.- I I" 1.5 lu rtioc.se rm Cc Page 328 of 454
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• yep • Aston �1<,(, Fa ls Od Denominational Primary Sector 2029 projections (HLA): haw Appendix A :;;: ,:: Natu New Ravenscraig school - c..atchment as consulted on Hareshaw Moss Ha <9 0 L'>VI B antrye la lyre Bonkle Crmdledyke Ud to C�an hall .,ttle Hamilton • <;liver onh1 I Mornings id Chapel [arnock Fairh11l Me �le Earnock Low � er 00 Bogs,de W1ldmanbridge Law Quarter Limek1lnbum lh 0.5 La•r hall c:::J Legend Ravenscraig Catchment Carlu Kilometers • Page 329 of 454
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Dalserf Page 330 of 454
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Appendix A Old M ne ature PJrk Non-Denominational 2029 projections (HLA): New Ravenscraig school - catchment as consulted on Elv,y Co Cadz I'- l Hamilton J iii ..!' Knowetop ..- Primary School "1u1rhouse 0.5 0.25 0 0.5 01 1.5 Da el 11' Legend D Primary Sector Page 331 of 454
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• • Appendix A Yep Fa I Denominational Primary Sector 2029 projections (HLA): ,haw Ole Nat, New Ravenscraig school - revised new catchment • Horeshaw Moss Ha Low Blan rye Bia 'Yre Bonkle Cnndledyke 1111 Hamilton (h n 1rgha I • � �llv rlon II Morn1ngs1de Chapel E rnock F irh II low\Vater-s BogS1de Me1k e Earnock Wildmanbndge Law Limek1lnbum Quarter Meadowh, Larkhall 0.5 3_ Legend c::::J Revised Ravenscralg Catchment Kilometers • Dalserf Carlu .. Page 332 of 454
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Appendix A
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New Ravenscraig school - revised new catchment
El
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Appendix B Appendix B: Two site locations Employmtnl arus lnlnstructure Planting To'lln C•"'"'· M11td U •· Rotaot. l•wre. Busmes.s. Crvrc, Hot I le � id nl l Neighbourhood reull/ menuy focus. originally sulted on .. •·•....S..2 ... 1 : Page 334 of 454
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Appendix C Appendix C: Core Fact data for the eight existing schools in this local area School name Condition Suitability Pupil roll September 2024 Capacity Capacity Percent Keir Hardie Memorial Primary* B B 216 217 99.5 Muir Street Primary School B B 219 332 66 Glencairn Primary School* B C 355 367 96.7 Knowetop Primary School B C 487 534 91.2 Berryhill Primary School C B 228 317 71.9 Cathedral Primary School A A 522 548 95.3 Our Lady & St Francis Primary School* B B 302 315 95.9 St Thomas' Primary School C C 219 292 75 Core Fact Data is published by Scottish Government on an annual basis – with the table above extracted from the latest published data. * Keir Hardie, Glencairn, and OLSF all have modular units, providing additional classrooms at these schools. These units are not included in the capacity figures, or capacity percentages outlined above. This is in line with the Scottish Government guidance for calculating capacity, where Local Authorities decide if temporary capacity is included or excluded from capacity returns. Due to the temporary nature of this type of capacity, North Lanarkshire Council does not include it for the returns at any of our schools. From an operational perspective, the spaces available for pupils at these schools equates to roughly 60 more pupil places at each school in addition to the number of spaces shown in the capacity figures for these three schools, within the table above. Therefore the “capacity percentage” from an operational perspective, is lower than shown. Page 335 of 454
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North Lanarkshire Council Report Policy and Strategy Committee Does this report require to be approved? ☐ Yes ☒ No Ref IM/JMcK Date 19/03/26 Civic Theatre & Concert Hall Update From Chief Officer (Assets and Procurement) E-mail mckinstryj@northlan.gov.uk Telephone Ian Martin 07966 397637 Executive Summary This report provides an update on the current position regarding progress toward the proposed demolition of the Civic Theatre and Concert Hall within the Motherwell Civic Centre Complex. The building was closed in September 2023 after the identification of Reinforced Autoclaved Aerated Concrete (RAAC) in the roof structure, with subsequent structural studies (2023–2024) categorising the risk level as High to Critical. Repair costs for replacing RAAC only were initially estimated at £10.5–£11.65 million. Costs have increased significantly following further detailed technical investigations which revealed that replacing the RAAC roof would involve extensive enabling works, along with major additional interventions to address cladding and glazing issues, fire safety compliance, building services, thermal performance, and wider cyclical maintenance requirements. Given the buildings’ Category B Listed status, demolition requires statutory approvals, including Listed Building Consent (LBC) from Historic Environment Scotland (HES). As previously advised to committee, the complex nature of RAAC remediation, requiring extensive enabling works, intrusive intervention into listed fabric, temporary structural support, and the possibility of uncovering further hidden defects, creates substantial uncertainty in programme, cost, and deliverability. These risks underpin the conclusion that long-term retention or refurbishment of the building is neither technically reliable nor economically viable, and they continue to inform the council’s approach to statutory approvals and forward planning. Engagement with HES has been positive, with the organisation acknowledging the council’s detailed structural evidence, conservation assessment, and cost viability analysis. Updated feasibility, conservation, and cost evaluations prepared by consultants Pick Everard and MAST Architects conclude that full repair and refurbishment, while technically possible, would require extensive intervention, carry substantial risks, and result in a significant conservation deficit. This deficit arises because the cost of undertaking the necessary repairs and conservation works would far exceed the building’s end value once restored, leaving a financial shortfall that makes the project economically unviable without substantial external funding. Item 13 Page 337 of 454
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1. Background 1.1 The Civic Theatre & Concert Hall was surveyed in September 2023 as part of the council’s Reinforced Autoclaved Aerated Concrete (RAAC) inspection programme and RAAC was identified in the roof area. There were signs of water ingress noted that could weaken the load bearing capacity of the panels and the report recommended the immediate closure of the facility due to the condition of the panels. 1.2 A further Structural Feasibility Study was undertaken on the council’s behalf by Pick Everard in March 2024 and this report categorised the condition of RAAC within the premises as High to Critical Risk. 1.3 At that time, it was estimated that the capital funds required to repair the facility would be between £10.5M and £11.65M, however it was noted that there remained significant risks associated with the complex works that could result in additional costs. 1.4 In light of the above, the Policy and Strategy Committee at its meeting on 5th December 2024, approved a report recommending that the Civic Theatre and Concert Hall be demolished. The council is currently finalising the preparation of the Planning Statement, technical documentation and LBC application for submission in May 2026. Risks remain regarding HES determination and potential call-in by Scottish Ministers. If approvals are granted, the full demolition and reinstatement programme is expected to take at least 20 months, including creation of new parking areas, landscaping, and integration of design elements sympathetic to the retained Civic Centre. Recommendations It is recommended that the Policy and Strategy Committee: (1) Acknowledges the substantial work completed to date in preparing the necessary documentation to support forthcoming Planning and Listed Building Consent applications for the demolition of the Civic Theatre and Concert Hall, and the intention to submit these applications in May 2026. (2) Acknowledges the work being undertaken to re-design external elements of the Civic Centre Complex following the demolition of the Civic Theatre & Concert Hall. (3) Recognises that the demolition of the Civic Theatre and Concert Hall is conditional on the council obtaining the necessary statutory consents. (4) Acknowledges the risks associated with RAAC projects and that budget allocation will require to be kept under review, with further capital funding likely to be required in future plans. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (22) Facilitate a North Lanarkshire wide approach to asset rationalisation, including with communities and partners Programme of Work Statutory / corporate / service requirement Page 338 of 454
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1.5 The report noted that the entire Civic Centre Complex is Category B Listed and this includes the Civic Theatre & Concert Hall. Any demolition would therefore be conditional on agreement from Historic Environment Scotland (HES). 1.6 Following the Committee decision the council has been working with consultants MAST and Pick Everard to produce costs and feasibility reports and a conservation report to support an application for Listed Building Consent (LBC) to allow for the building’s demolition. 1.7 As outlined in the School Estate: Strategic Capital Update report presented to Committee in December 2025, a further update on the Civic Theatre and Concert Hall demolition was scheduled for Cycle 1 2026. This report has been prepared to fulfil that requirement. 2. Report Historic Environment Scotland 2.1 The Civic Centre Complex was Category B listed by HES in December 2020. The listing excludes the interiors of the 6-storey office block, adjoining ranges and Civic Square, together with the glazed stair tower addition to the council chamber, lift shafts, metal fire-escape and service addition to the fly tower. The Civic Theatre and Concert Hall, including the interiors (with the exception of the metal fire-escape and fly tower), are therefore included within the listing. 2.2 Category B listed buildings are defined by HES as buildings of special architectural or historic interest that are major examples of a particular period, style or building type. 2.3 The Statement of Special Interest identifies the Civic Centre Complex as being of special architectural and historic interest due to its significance as a largely intact example of post-war Modernist civic architecture, its high-quality design and plan form by an important Scottish architect, its landmark status within Motherwell, and its contribution to understanding civic life and local governance in 20th-century Scotland. 2.4 Under the Planning (Listed Buildings and Conservation Areas) (Scotland) Act 1997, any works that impact the special interest of a listed building, including alterations or demolition, must obtain LBC. Although LBC applications are typically decided by the local planning authority, this responsibility can transfer to HES when the authority itself owns the building. 2.5 HES guidance on the demolition of listed buildings states that demolition should be treated as a last resort, following the consideration and discounting of all reasonable alternatives. The guidance identifies four circumstances where demolition may be acceptable, subject to clear justification, including where a building is incapable of meaningful repair or where repair and reuse are not economically viable. The four circumstances: • The building no longer of special interest. • The demolition of the building essential to delivering significant benefits to economic growth or the wider community. • The building is incapable of meaningful repair. • Economic Viability where the demolition and reuse of a listed building is being considered on the grounds that it is not economically viable. Page 339 of 454
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2.6 In this case, the ability to meaningfully repair the Civic Theatre and Concert Hall is affected by the extent of RAAC within the roof structure and the consequential impact of repair works on listed internal elements. In addition, the economic viability test requires demonstration of a conservation deficit where repair costs significantly exceed the end value of the building. 2.7 Although the guidance normally expects marketing of a listed building prior to demolition, this is not considered feasible due to the safety risks associated with RAAC and the building’s functional and physical integration within the wider Civic Centre Complex. The guidance also confirms that marketing alone is not determinative and that demolition decisions should be informed by a broader assessment of alternative options and economic viability. 2.8 Officers have been engaging with HES since April 2024, providing the Structural Feasibility Study and outlining the RAAC issues. HES encouraged exploration of repair options and potential funding opportunities, with demolition to be treated as a last resort. 2.9 As part of the viability assessment, the Council is required to address the following key questions: • why demolition is being pursued; • how the demolition would be undertaken; • how the interface with the retained Civic Centre Complex would be treated; and • the proposed future use of the site. 2.10 The council has appointed a conservation consultant to represent the council in discussions with HES and to assist in the preparation of a detailed planning statement in support of the council’s case for LBC. In addition, Pick Everard were appointed to evaluate the type, methodology and amount of repairs and upgrades required (not limited to RAAC as per previous reports) in order to demonstrate ‘conservation deficit’ in repair cost versus the market value of the end product. Cost & Feasibility Study 2.11 Following a review of the information contained within the two previous surveys detailed at 1.1 and 1.2 above, undertaken with the conservation consultant, it became apparent that further work was required to fully understand the extent of the technical constraints and associated costs related to the removal of RAAC. This illustrates the complexity of RAAC projects. 2.12 This additional work was also necessary to identify and cost other essential remedial works required to fully reinstate the building, outlined at 2.19 below, which had not been considered previously, as earlier surveys focused on RAAC replacement costs. 2.13 The council appointed Pick Everard to prepare cost estimates and feasibility reports to develop a more detailed understanding of the required works and associated costs, thereby informing the decision-making process on the proposed way forward. 2.14 The information contained within the reports was necessary to evidence a conservation deficit in support of the case for demolition. 2.15 The feasibility report provides a detailed assessment of the works required, in addition to RAAC replacement, to enable the building’s return to productive use. Page 340 of 454
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2.16 In assessing costs Pick Everard were asked to look at three scenarios which are detailed below along with the respective cost estimates: Scenario 1: Replacement of RAAC and Refurbishment - £31.4m - £34.7m. Scenario 2: Demolition - £3.2m – £3.55m Scenario 3: Demolition + Car Park Implementation (Basic Scheme) - £5.21m - £5.76m. Conservation Consultant 2.17 Discussions were held with MAST Architects, and a site meeting took place in March 2025 to review the council’s requirements. 2.18 MAST Architects were appointed in Spring 2025 to support the procurement of detailed technical surveys, cost estimates and professional commentary, enabling a robust assessment of the scope of works, the implications for the heritage significance of the listed building, and the combined cost of these works in the context of known and anticipated cyclical repair and maintenance liabilities. 2.19 The further investigations demonstrated that replacement of the RAAC roof would necessitate extensive enabling works, including asbestos removal, dismantling and protection of historic features, removal and reinstatement of services and plant, major temporary works, and interventions to the primary concrete and steel structure. In addition, significant associated works would be required to address cladding deterioration, glazing, fire strategy compliance, building services, thermal performance and wider cyclical repair liabilities. 2.20 Given the building’s highly specialised layout, listed status, constrained location within the wider civic complex and limited commercial appeal, its end value is assessed as being substantially lower than the cost of repair, resulting in a significant conservation deficit. Marketing or transfer to a restoring purchaser was considered not to be feasible. 2.21 While repair and refurbishment is technically possible, the investigations identified very high levels of risk associated with building stability, safe access, asbestos contamination, potential loss of historic fabric and prolonged timescales required to secure statutory consents. There is also a material risk that the extent of deterioration is greater than can currently be verified, which could result in further cost escalation. 2.22 An appraisal of alternative options concluded that doing nothing, sale, conversion, or partial demolition are not viable or deliverable solutions. Demolition and landscaping has therefore been assessed as a contingency option should repair and reuse not be achievable. 2.23 The investigations demonstrate that the scale of RAAC related failure, the extent of necessary intervention, the high likelihood of heritage loss during repair, and the exceptional capital costs involved mean that repair and reuse cannot reasonably be considered economically viable. 2.24 The report concludes that demolition of the Motherwell Concert Hall and Civic Theatre may be justified in exceptional circumstances, subject to Listed Building Consent. 2.25 A meeting took place in November 2025 between representatives of HES, the Council (Assets & Procurement and Planning) and the Conservation Consultant to consider the findings of the cost and feasibility reports alongside the conservation report. The engagement with HES was positive, with officers indicating that they were satisfied with the depth of analysis and level of detail provided by the Council and its consultants in Page 341 of 454
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evidencing the case for demolition. During the meeting, opportunities to further strengthen the conservation report were identified, and additional work has since been undertaken to address these points. 2.26 The anticipated sequence of events to obtain the required statutory consents to progress the demolition are detailed in the table below: Completed Actions Timeline Initial Engagement with HES April 2024 RAAC Report to P & S Committee December 2024 Identification of Planning Consultant – MAST Architects February 2025 Initial site meeting with MAST March 2025 Preparation of MAST Scope March 2025 MAST Proposal Return April 2025 MAST Appointment Spring 2025 Justification for Demolition - MAST October 2025 Interim Historic Environment Scotland Review November 2025 Actions in Progress Update Report to Policy and Strategy Committee March 2026 Finalisation of Proposals for Site Including Retention of Key Features March 2026 Finalisation of Planning Statement and associated documentation April 2026 Application for Planning Permission & Listed Building Consent May 2026 Application for Demolition Warrant TBC Determination of Listed Building Consent Application TBC Notification of Outcome TBC 2.27 The timescales noted above are indicative at this stage and are largely dependent on the response from HES and the requirements of utility providers including Scottish Water, which are out with the council’s control. Timescales cannot be provided for a number of the steps above as they will be dependent on receipt of Planning Permission and LBC approvals. Page 342 of 454
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2.28 There is a risk if HES objects to the listed building consent Scottish Minsters may choose to ‘call in’ the case and could decide to hold a public enquiry. There is no right of appeal unless the council could demonstrate an error in coming to their decision. 2.29 The LBC and Planning consents, if granted, would lapse after a period of three years from the date of the decision notice unless the works have commenced within that period. Initial Artist Impressions 2.30 Concurrently with the demolition consent work above, the in-house Technical & Design team are developing the proposals for the replacement car park scheme with assistance from an external civil engineer and the council’s Planning & Transportation team. 2.31 The council’s Technical and Design team have created some artist impressions which show how the external elements of the Civic Centre Complex that will be impacted by the demolition could be treated. See Appendix 1. 2.32 The treatment of the external areas will require detailed discussions and agreement with HES and will most likely be subject to further change throughout the process. 2.33 The impressions show additional car parking, soft & hard landscaping and new steps leading from the main car park to the existing terrace. In addition, remedial work to the retaining walls and parts of the Civic Centre Complex that will be physically separated as a result of the demolition and landscaping are also shown. 2.34 The design enhances the aspect of the approach to the elevation in a more aesthetically pleasing way and could incorporate materials from the Civic Theatre and Concert Hall to provide a sympathetic treatment to the external elements and a nod to the site’s previous use. 2.35 The successful completion of the actions detailed at 2.26 above would allow for the demolition programme to commence. It is anticipated that the demolition from commencement of the programme to conclusion will take around one year. 2.36 The works to re-develop the cleared site following the demolition, as illustrated at Appendix 1, will take a further six to nine months to conclude giving a total timeline of at least 20 months from commencement of the demolition programme to the provision of a useable car parking area. 2.37 The timescales are dependent on utility providers i.e. Scottish Water and SPEN requirements and assumes that there are no unforeseen delays or complications with demolition works. This would require to be kept under review. Costs 2.38 Whilst the final costs cannot be determined until after the tender process has been conducted the indicative costs are summarised below. 2.39 The demolition costs are estimated to be in the region of £3.22M and £3.55M 2.40 The works to treat the external elements of the Civic Centre Complex following the demolition including the creation of the additional car parking, new access points and landscaping are estimated to cost £1.99M to £2.21M. Page 343 of 454
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2.41 The total costs for the demolition and re-instatement works are therefore likely to be in the region of £5.21M and £5.76M. 2.42 All costs outlined above are based on current estimates provided by Pick Everard and may be subject to change once the works are finalised and formally tendered. Costs may also be revised as demolition method statements are completed and a detailed car park design is developed. 2.43 Full budget provision for the above works is not allocated within the current capital plan and provision would require to be made in the updated capital plan going forward. 3. Measures of success 3.1 Obtaining the required statutory consents to allow for the demolition to proceed. 3.2 Demolition will address the health and safety issues associated with the presence of RAAC within the building. 3.3 The successful re-purposing the areas within the Civic Centre Complex that are impacted by the demolition of the Civic Theatre & Concert Hall. 4. Supporting documentation Appendix 1 – Artists Impressions. James McKinstry Chief Officer (Assets and Procurement) Page 344 of 454
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☒ If Yes, please provide a brief summary of the impact? Full budget provision for the works has not been allocated within the current capital programme and provision would require to be made in an updated capital plan going forward. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ The council has a statutory obligation to comply with the Community Empowerment (Scotland) Act 2015 If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ Page 345 of 454
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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 significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The demolition of any property will assist in reducing the council’s carbon footprint 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 issues associated with RAAC are being managed locally by services in relation to service and operational impact. RAAC management plans have been adopted for all relevant buildings where operations continue. The timescales outlined within the report are indicative and subject to obtaining HES approval and the required statutory consents. If LBC is not granted there is a risk that the demolition may not be able to proceed and the council would require to re-assess alternative options. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ Page 346 of 454
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If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 347 of 454
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Appendix 1 – Artists Impressions Aerial View New Stairs from Car Park Page 348 of 454
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Civic Café Page 349 of 454
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North Lanarkshire Council Report Does this report require to be approved? ☒ Yes ☐ No Ref FS/RMS/P&S/Mar26 Date 05/03/26 From Francis Scott, Chief Officer (Audit and Risk) E-mail scottfr@northlan.gov.uk Telephone 07887 914207 Executive Summary The purpose of this report is to present the revised Risk Management Strategy for consideration and approval. The Council’s Risk Management Strategy sets out a clear direction for how the Council will develop its risk management arrangements to support achievement of the Council’s objectives and The Plan for North Lanarkshire. The previous version of the Strategy was approved by the Policy and Strategy Committee in March 2023. Effective risk management arrangements form an important element of good corporate governance and are designed to ensure that the Council operates systematic and logical processes for managing uncertainty within a comprehensive framework, ensuring that identified risks are managed consistently, effectively, efficiently and coherently across the Council. The Audit and Scrutiny Panel has oversight of the Council’s risk management arrangements and receives regular reports on risk management issues and changes to corporate and service risk registers. Recommendation It is recommended that the Policy and Strategy Committee: (1) Approve the revised Risk Management Strategy (at Appendix 1); and (2) Endorse the role of the Audit and Scrutiny Panel in providing ongoing elected member oversight of the Council’s risk management arrangements. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Programme of Work All Programmes of Work Policy and Strategy Committee Risk Management Strategy Item 14 Page 351 of 454
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1. Background 1.1 The Council is responsible for the delivery of a wide range of public services and has set out a range of objectives, priorities and ambitions in The Plan for North Lanarkshire and the Programme of Work. The Council operates in an increasingly uncertain and complex environment and faces multiple challenges in delivering against its priorities. Effective risk management arrangements will ensure that the Council is more likely to achieve its goals and planned outcomes. 1.2 A risk can be anything that may impact on what the Council is trying to achieve. Risk management is about having formal arrangements and processes in place to identify what those uncertainties might be, to assess their potential consequences and to decide how best engage with them. 2. Report 2.1 The Risk Management Strategy is intended to ensure that the Council is risk aware, rather than risk averse, and that the management of risk is embedded in the Council’s policies, procedures, culture and practices. It is also designed to ensure that key decisions are taken with an understanding of risks and their effective control. The revised Risk Management Strategy is attached at Appendix 1. 2.2 The Strategy reflects the Council’s continuing risk management maturity by building on the work carried out since the previous version was approved in 2023. It outlines the approach to the identification, assessment and management of risk, and includes guidance for officers on their roles and responsibilities in relation to risk. The review of the Strategy has also been informed by informal benchmarking and consultation with other local authorities through the Association of Local Authority Risk Managers (ALARM) Scotland group, to ensure consistency of approach and to benefit from learning opportunities. 2.3 The revised Strategy includes three key development initiatives which will further strengthen the risk management arrangements. These initiatives will be implemented across the three-year term of the strategy and include: • Ever-Present Risks – it is recognised that there are some corporate risks that tend to be static in terms of assessment and have already implemented controls and actions. We will explore the development of a method of recording and treating these risks which has a focus on developing enhanced assurance in relation to the control environment and for ongoing management awareness and continuous improvement. • Opportunity Management – opportunities are areas of uncertainty that could have a positive impact on the achievement of objectives, and promoting the inclusion of opportunities within risk registers is recognised best practice. When opportunities are formally captured and managed within risk registers, it can support informed decision making on whether, and how, to maximise potential benefits. We will develop our risk register infrastructure to record opportunities alongside risks. • Risk Appetite – during the term of this strategy, we will explore emerging methodologies to further develop our application of risk appetite to enhance our overall risk management arrangements. Page 352 of 454
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2.4 Risk registers continue to represent a core element of the Council’s risk management processes at both corporate and service levels, and the Strategy includes guidance on how risk registers should be compiled, reviewed and challenged. 2.5 Elected member oversight of the Council’s risk management arrangements is undertaken by the Audit and Scrutiny Panel, who receive details on changes to the Corporate Risk Register, summaries of Service Risk Registers and updates on all relevant risk management developments, including progress with the key development initiatives noted above. 3. Measures of success 3.1 Effective risk management arrangements increase the likelihood of the Council achieving its planned outcomes, priorities and ambitions. Internal Audit provides independent assurance to senior management and the Audit and Scrutiny Panel on the Council’s risk management arrangements. 4. Supporting Documentation Appendix 1 – Risk Management Strategy Francis Scott Chief Officer (Audit and Risk) Page 353 of 454
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Page 354 of 454
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Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Effective risk management arrangements will enable the Council to manage its risks more effectively, increasing the likelihood of the Council achieving its plans and ambitions by minimising or mitigating potential threats to planned outcomes. A robust Risk Management Strategy lays out the framework and underpins all risk management activity across the organisation. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 355 of 454
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RISK MANAGEMENT STRATEGY AN ENTERPRISE WIDE APPROACH TO RISK MANAGEMENT Page 356 of 454
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Document Control Title Risk Management Strategy 2026-2029 Owner Francis Scott, Chief Officer (Audit & Risk) Contact ScottFr@northlan.gov.uk Governance Group Risk Management Corporate Working Group / Corporate Management Team Author Donald Stone, Corporate Risk Manager Contact StoneD@northlan.gov.uk Revision History Number Originator Date Review Commenced Revision description / record of change Original strategy Ken Adamson 2012 - 1.0 Ken Adamson 2017 Review 2.0 Lauren Anthony 2019 Planned refresh 3.0 Lauren Anthony December 2022 Planned refresh 4.0 Donald Stone November 2025 Planned refresh Document approvals Number Governance Group Date approval granted Date approval to be requested (If document still draft) Original strategy Policy & Resources Committee September 2012 1.0 Policy & Resources Committee June 2018 2.0 Policy & Strategy Committee March 2020 3.0 Policy & Strategy Committee March 2023 4.0 Policy & Strategy Committee March 2026 Consultation Record (for most recent update) Status of document consulted upon Risk Management Strategy 2026-2029 Stakeholders consulted / date Risk Management Corporate Working Group, November 2025 - February 2026. BMT - February 2026. Strategic Alignment The risk management strategy outlines the council’s approach to the management of risk as part of robust corporate governance arrangements designed to enable and support the delivery of all council ambitions and priorities. Next review date Review date December 2028 Page 357 of 454
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3 Risk Management Strategy 2026 Contents Page Foreword 04 1 Introduction 05 2 Embedding Risk Management 06 3 Risk Management Application 07 4 Risk Registers 08 5 Risk Management Governance, Leadership and Accountabilities 09 6 The Three Lines Model 14 7 Risk Management Structure 16 8 Risk Management Methodology 17 9 Risk Reporting, Review and Challenge 18 10 Training and Development 20 11 Key Initiatives for Development in 2026-2029 21 12 Risk Management Guidance 22 - 39 Page 358 of 454
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4 Risk Management Strategy 2026 Foreword The Council is ambitious in its vision for North Lanarkshire. We are equally ambitious in developing our risk management arrangements in line with best practice to ensure they support delivery of our ambition for North Lanarkshire to be the place to Live, Learn, Work, Invest and Visit. The Council operates in a complex environment and faces multiple challenges in delivering against its priorities. Effective and efficient risk management arrangements will enable us to engage with uncertainty in a manner that directly supports delivery. This strategy sets out a clear direction for how we will develop our risk management arrangements to support quality public services and delivery of The Plan for North Lanarkshire. It provides our high level ambitions for enhancing risk management capability, building on our existing framework with three key initiatives. These are, exploring an alternative approach to engaging with “ever-present risks”, expanding our risk registers to record opportunities and developing our practices in relation to risk appetite. By implementing these initiatives and developing the operational guidance that supplements this strategy, we believe that effective risk management will continue to play a significant part in helping the Council deliver our ambitions and making North Lanarkshire the place to Live, Learn, Work, Invest and Visit. Councillor Jim Logue Leader North Lanarkshire Council Des Murray Chief Executive North Lanarkshire Council Page 359 of 454
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5 Risk Management Strategy 2026 1 Introduction 1.1 The purpose of this Strategy is to set out the Council’s vision for risk management and to provide a framework to ensure that across the organisation, we manage risk in a manner consistent with good practice. The Strategy provides a supporting framework to ensure the key elements of risk management processes are in place, enabling risks to be dealt with and managed at the appropriate level of the organisation. 1.2 This Strategy is designed to provide the information and guidance necessary to assist the organisation in identifying, evaluating, managing, and monitoring risks that might impact on achievement of the Council’s plans, ambitions and objectives and the delivery of quality public services. 1.3 The Strategy has been developed in accordance with the CIPFA/SOLACE local code of corporate governance, “Delivering Good Governance in Local Government” and the Audit Scotland, “Best Value tool kit: Risk Management” which recognises risk management as an integral part of good corporate governance, and in accordance with the International Risk Management Standard ISO31000 (2018) “Risk Management – Guidelines”. 1.4 Risk Management Standard: ISO 31000 describes risk management as ‘the coordinated activities to direct and control an organisation with regard to risk’. It covers the processes involved in identifying, assessing, and prioritising risks, assigning ownership, taking proportionate management action, and monitoring and reviewing progress. 1.5 We will continue to embed risk management in the way we do business, the way we make decisions, and in our relationships with partners and suppliers. 1.6 For the purposes of this Strategy, it is useful to refer to how “risk” is defined in the International Risk Management Standard. ISO 31000 defines risk as “the effect of uncertainty on objectives”. Risk can therefore be characterised as an event or set of events, which should it occur, will have an impact on the achievement of objectives. In other words, risk is “uncertainty that matters”. Risk is measured by the combination of the “likelihood” of the event occurring, and the “impact” on objectives if it does. The impact can be negative or positive. • Risks can either be threats or opportunities. Threats could have a potential negative effect on objectives, while opportunities could have a potential positive effect on objectives. During this strategy period, we are committed to evolving our approach to incorporate the identification and management of opportunities. • An Issue can be described as a live event or one that we know is certain to occur. An issue may have arisen because a risk has not been identified or has been identified but has not been managed effectively, or circumstances have changed to make a risk become an issue. Key Benefits of Effective Risk Management Enables and evidences robust and defensible, best value decision making, demonstrating openness, accountability and good governance. Decision making is risk aware rather than risk averse, enabling acceptance of certain risks to achieve particular goals. Enables better use and prioritisation of Council resources to achieve corporate priorities and enhance service delivery. Reduces adverse events, and enables effective and more proactive management of those that occur, reducing time spent “fire-fighting”. Enables identification and maximisation of opportunities and encourages innovation. Positively contributes to the Council’s reputation as an employer and service provider. Provides protection to all stakeholders. Page 360 of 454
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6 Risk Management Strategy 2026 2 Embedding Risk Management 2.1 Enterprise Risk Management is a holistic approach which recognises the link between uncertainty at different levels and areas of activity of the organisation, including those arising from relationships and contracts with other parties outwith the Council. This Strategy applies to the management of uncertainty across all areas of activity of the Council and incorporates both a “top down” and “bottom up” approach. 2.2 Embedding risk management within the Council will be achieved through application of the risk management process, and using risk registers as a management tool to record and manage uncertainties that matter. This process will be applied at all levels of the Council and in our dealings with third parties and partners. • Corporate Risks are those which could impact the Council in achieving its Priorities and objectives. These are strategic in nature and require corporate oversight or are cross- cutting across many services. The Corporate Risk Register (CRR) may also include significant Service level risks which have been escalated for attention at a strategic level. • Service/Team Risks are those risks which could impact upon a Service or Team in achieving its objectives. Team risks may be escalated to Service level as determined by application of the Risk Management process, with service risk registers reflecting an amalgamated position of risks from different teams within a service. Service risks which are deemed to be significant may be escalated to the CRR in accordance with the Risk Management process. • At a programme level the Programme Uncertainty Level Status Evaluation (PULSE) process seeks to identify elements of uncertainty in programme delivery, interdependencies between project activities within programmes of work and help to inform strategic decision making. More information on the PULSE process is available in programme governance board documentation and guidance. • The council’s Project Risk Management approach and methodology is designed to identify and manage those risks and issues which could threaten delivery of the project, or compromise cost, quality or timescales. Key responsibilities with regard to risk are specifically laid down in the Project Management framework. Page 361 of 454
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7 Risk Management Strategy 2026 3 Risk Management Application By applying the Risk Management process we develop a better understanding of uncertainties that matter. This informs our decisions on how best to engage with those uncertainties and enables a culture that is risk aware rather than risk averse. 3.1 Risk Management is a cyclical process and will be applied across the organisation in line with this framework. We operate in an increasingly Volatile, Uncertain, Complex and Ambiguous (VUCA) environment and so exploring uncertainty that could impact on the achievement of objectives is especially important. • When delivering transformational change; • At the beginning of and during the lifecycle of projects; • When entering into partnership working; • During budget setting exercises; • During service review and/or structure changes; • As part of procurement exercises; • Following political change; • As part of strategic and service planning and decision-making processes. • Following a change in the regulatory environment. For example, during the period of this strategy we will need to assess our control environment for Fraud Risk in line with the requirements of the Economic Crime and Corporate Transparency Act 2023 (ECCTA). Risk Management and the Strategic Planning Process 3.2 Our aspiration is for the Council’s risk management processes and activities to further develop the symbiotic relationship with Strategic and Service Planning activities, taking into account ‘The Plan for North Lanarkshire’ and associated Programmes of Work, as well as individual Service Plans. The following outlines how this will be achieved: • The ongoing consideration of horizon scanning activity and materials to identify areas of uncertainty that may affect the delivery of objectives at each level of the organisation. This will be supplemented by an annual exercise incorporating relevant risk survey publications as a means of exploring uncertainty in the external environment facing the Council, as well as consideration of other similar authorities’ corporate risk registers; • At a strategic level, the Corporate Management Team will regularly consider the CRR to ensure coverage and appropriate treatment of key areas of uncertainty; • Regular consideration of any Service risks proposed for escalation to the corporate register and any common themes arising from across service registers; • At service level, service risk register reports should be considered by Service Management Teams quarterly to ensure continued relevance to service activities, and be updated following service planning activity; • Service Register Reviews should also be informed by any changes to the CRR to ensure that any key corporate risks that may impact the service are adequately considered and reflected; • New risks can and should be added at any point where they are identified outwith the formal review process; • This approach ensures that the risk management process is both ‘top down’ and ‘bottom up’ Page 362 of 454
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8 Risk Management Strategy 2026 4 Risk Registers 4.1 Risk Registers are a management tool used to capture and maintain information on key areas of uncertainty that relate to achievement of objectives, in a consistent and comprehensive format. The detail contained in a risk register, including results of analysis and evaluation, will enable Teams, Services and ultimately the Corporate Management Team to compare evaluations, and assess and understand the organisation’s exposure to risk. Registers will be used for the ongoing management of uncertainty including capturing assessment details, relevant controls and actions, and be used to inform decision making. 4.2 Risk registers will be recorded and maintained in the Council’s Risk Management Information System. This system shall be configured to reflect the organisational structure of the Council, its Services and Teams. Visualisation of this information will provide ease of analysis and the production of Risk Management information to aid decision making. The detailed Risk Management guidance which supports this Strategy contains documentation to enable Teams to capture information on uncertainties for this purpose. 4.3 Enterprise Risk Management means that registers are maintained at each level of the organisation, with the flexibility to escalate and de-escalate risks between levels. 4.4 The levels are: Risk Register Levels Corporate Risk Register (CRR) Corporate risks are owned and overseen by the Corporate Management Team, and will be monitored and reviewed by relevant Corporate Working Groups and/or Service Management Teams on behalf of CMT. Progress on the management of these risks will be regularly reported to the Corporate Management Team and the Audit & Scrutiny Panel as required. The Corporate Register will be subject to ongoing review. Service Risk Registers Service Risk registers will be maintained by each Service and will be considered at least once every 3 months to ensure that they continue to reflect the risk profile of the service and that matters are proposed for escalation where appropriate. Service risk registers should be a reflection of Team registers, and include relevant partnership and project risks. Detailed project risks and issues will be recorded within project management documentation. Project Risk Registers Project Risks should be captured and managed within project risk registers (within Project Management documentation - not within the Risk Management Information System. We will explore opportunities for centralising Project Risk Registers during the term of this Strategy) in accordance with the Council’s Project Risk Management process which is embedded within the Council’s approved Project Management Framework. The project risk management process should be followed for all projects, as the risks that can hamper project success or cause adverse impacts on the council, can happen in any project irrespective of the size or spend of the project. Risks relating to the successful implementation of key projects of corporate significance will be considered for inclusion within the CRR. Following project implementation however, there may be residual operational risks which require to be included in the service risk register of the relevant service Page 363 of 454
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9 Risk Management Strategy 2026 5 Risk Management Governance, Leadership and Accountabilities Everyone in the Council has a role to play in managing risk and should be aware of their responsibilities. The following clearly sets out the roles and responsibilities for all, split by formalised groups and individuals. 5.1 Roles and responsibilities - Groups Policy and Strategy Committee • Approve the Risk Management Strategy and governance framework and ensure that there is an appropriate review cycle for the strategy; • Support management in the use of risk management as an integral part of business practice; • Consider periodic reports from the Audit and Scrutiny Panel on overall performance of the Council’s Risk Management and Governance arrangements. Audit and Scrutiny Panel • Review and provide independent assurance on the adequacy and effectiveness of the Council’s risk management framework; • Monitor the effective development and operation of risk management arrangements in the Council, including monitoring progress in addressing risk related issues reported to the Panel. Corporate Management Team (CMT) Managing the Risk Management Framework: • Provide high level commitment to supporting, promoting and encouraging good risk management practice throughout the organisation, including appropriate training, and developing a culture that seeks to be risk aware; • Ensure that responsibility for risk management is assigned to an appropriate Chief Officer to oversee corporate risk management arrangements on behalf of the Chief Executive; • Ensure that there is adequate risk management resource to support the organisation in delivering effective risk management; • Ensures that key strategic decisions are undertaken with an understanding of the risks and associated controls either already in place or planned; • Receive reports that enable monitoring of delivery of the Risk Management Strategy. Page 364 of 454
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10 Risk Management Strategy 2026 5.1 Roles and responsibilities - Groups Corporate Management Team (CMT) Managing Risk: Own and oversee the CRR, which captures significant Key Corporate Risks; • Ensure the identification, analysis, evaluation and ongoing management of Corporate Risks and that identification of these risks takes into consideration the changing internal and external context in which the Council operates; • Receive regular reports on how corporate risks are being managed; • Ensure that an appropriate member of the CMT is identified as the owner of corporate risks; • On an ongoing basis, monitor and review the CRR, including progress on planned control actions, and consider reports from the Risk Management Corporate Working Group on risk management matters; • Be proactive in identifying potential new and emerging uncertainty in relation to organisational objectives; • Ensure that lessons are learnt from incidents, inspections, audits and self-assessments, and that these are considered and reflected where appropriate in the Council’s risk registers. Business Management Team (BMT) • To consider risk management outputs going to Committee and/or the Audit and Scrutiny Panel ensuring that adequate assurance exists on the effective operation of the Council’s risk management arrangements. Service Management Teams • To regularly review and monitor service risk registers, ensuring that registers are complete and up to date, that new and emerging risks are identified assessed and managed effectively, and that service risk registers are used to support management discussions and inform decision-making. Specifically, this includes: • Ensuring that risk management is integrated into service management arrangements including planning, performance management, project management and change initiatives; • Actively promoting risk awareness, ensuring that existing and emerging risks are understood and managed effectively within Services; • Ensuring that appropriate Risk Management training is undertaken within each Service area; • Ensuring that there is adequate resource to support risk management within each Service; • Proactively identifying potential new and emerging uncertainty in relation to organisational objectives; • Ensuring that lessons are learnt from incidents, inspections, audits and self-assessments, and that these are considered and reflected where appropriate in risk registers; • Managing risks on a day-to-day basis, using Service and Project risk registers to monitor risks, plan services and support decision making, ensuring appropriate actions are undertaken on a timely basis; • Consider whether any high-level service risks may require escalation to the CRR. Risk Management Corporate Working Group (RMCWG) • Support CMT in the co-ordination of activities and resources across the Council in order to implement the Risk Management Strategy and embed and promote good risk management practice; • Promote the integration of risk management into Service management arrangements including planning, performance management, project management and change initiatives; • On an ongoing basis, identify and review training requirements to ensure good risk management knowledge and awareness across the Council; • Provide a forum for the sharing of good risk management practice, and share information in respect of existing, new and emerging risks; • Provide risk management support and advice across the organisation; • Be the mechanism for movement of risks between Corporate and Service Risk Registers through Service Risk Champions and the Corporate Risk Team. Page 365 of 454
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11 Risk Management Strategy 2026 5.1 Roles and responsibilities - Groups Service Risk Forums • Support Service Management Teams in the co-ordination of activities and resources across the Service in order to implement the Risk Management Strategy and embed and promote good risk management practice; • Provide regular reports to Service Management Teams on the management of Service risks and more generally on progress in embedding risk management arrangements within Services; • Promote the integration of risk management into Service management arrangements including planning, performance management, project management and change initiatives; • On an ongoing basis, identify and review training requirements to ensure good risk management knowledge and awareness across the Service; • Provide a forum for the sharing of good risk management practice, and share information in respect of existing, new and emerging risks; • Provide risk management support and advice across the Service; • Be the mechanism for movement of risks between Teams/Services and the Corporate Risk Register. Corporate Working Groups • On behalf of CMT, and in conjunction with Risk Leads, key Corporate Working Groups/Management Teams may be tasked with the assessment, monitoring and oversight of those risks on the CRR which link to the work of that group; • Review lessons learnt from any relevant incidents and losses, inspections, audits and self-assessments related to those risks, and reflect and consider the Council’s management arrangements in respect of them. 5.2 Roles and responsibilities - Individuals Elected Members Risk management is an important and integral part of the Council’s governance arrangements and is crucial to the achievement of outcomes. A significant aspect of an Elected Member’s role is in making decisions for the Council and the people of North Lanarkshire. The CIPFA/SOLACE Guidance “Delivering Good Governance in Local Government” makes explicit the decision-making role of Elected Members, and the need to ensure that risk information contributes to the decision making process. Elected Members need to be satisfied, when considering recommendations from officers, that risk has been considered and addressed as part of relevant decision-making activities. Members also need to ensure that the Council’s Risk Management Strategy and policies are suitably aligned with and support the delivery of objectives. In discharging these responsibilities Elected Members will: • Require Officers to develop and implement an effective framework for risk management, and to receive reports on the management of significant risks on a regular basis; • Expect Officers to ensure that committee reports describe significant risks associated with proposals, and detail how these risks will be managed; • Ensure that risk management arrangements are evaluated and monitored on a regular basis. Chief Executive Supported by the Chief Officer (Audit & Risk), the Chief Executive will: • Have overall responsibility for the Council’s Risk Management framework; • Champion risk management at senior level, ensuring that effective arrangements and resources are in place to manage risk; • Be accountable for the management of risk within the Chief Executive’s Service; • Nominate and support a Service Risk Champion, who will co-ordinate risk management activities within the Service; • Promote risk management awareness and practice within their area of responsibility; • Ensure that risk management is integrated into Service planning, performance management and project management arrangements, and is a regular item on the agenda of the Chief Executive’s SMT meetings; • Ensure risks are appropriately managed, monitored, reported, reviewed and escalated where necessary, and that appropriate action to manage risks is undertaken on a timely basis by control and/or action owners. Page 366 of 454
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12 Risk Management Strategy 2026 5.2 Roles and responsibilities - Individuals Depute Chief Executive • Accountable for the management of risk within the Services which they oversee as part of their role as Depute Chief Executive; • Nominate and support a Service Risk Champion(s), who will co-ordinate risk management activities within their Service(s); • Promote risk management awareness and practice within their area of responsibility; • Ensure that risk management is integrated into Service planning, performance management and project management arrangements, and is a regular item on the agenda of management meetings; • Ensure their risks are appropriately managed, monitored, reported, reviewed and escalated where necessary, and that appropriate action to manage risks is undertaken on a timely basis by control and/or action owners. Chief Officer (Audit & Risk) • Accountable to the Chief Executive, and has delegated responsibility for overseeing the Risk Management framework and the Council’s Risk Management function; • Provide regular reports to BMT/CMT and the Audit & Scrutiny Panel on the management of Corporate Risks and more generally on operational performance and progress in embedding the Council’s risk management arrangements. Corporate Risk Team (Corporate Risk Manager and Corporate Risk Officer) • Co-ordination and continuous development of risk management arrangements across the organisation liaising with CMT and Services on their implementation; • Provide support and guidance to the organisation on the management of risk; • Provide a range of risk management training opportunities to maintain role appropriate knowledge and awareness of risk management across the organisation; • Oversee the development, use and maintenance of the Risk Management Information System to support management of the Council’s risk registers; • Support CMT in the ongoing management of the CRR; • Monitor progress of Services in their implementation of the Risk Management Strategy; • Support the Chief Officer (Audit & Risk) in meeting risk reporting requirements; • Provide project risk management support where required for key projects including facilitation of risk workshops etc. Chief Officers • Accountable for the management of risk within their area of responsibility; • Responsible for identifying and analysing potential compliance risks for their service area including for example, Fraud risks, Health & Safety, Procurement etc; • Nominate and support a Risk Facilitator who will liaise with Service Risk Champions to co-ordinate risk management activity across their Teams; • Ensure that employees are familiar, as appropriate, with the Risk Management Strategy, guidance and controls relevant to their specific duties; • Ensure that training needs are assessed and met in respect of risk management skills. Managers • Promote risk management awareness and practice within their area of responsibility; • Ensure that risk management is integrated into Service planning, performance management and project management arrangements, and is a regular item on the agenda of management meetings; • Ensure their risks are appropriately managed, monitored, reported, reviewed and escalated where necessary, and that appropriate action to manage risks is undertaken on a timely basis by control and/or action owners. Risk Leads/Owners Those who through the risk management process are identified as having ownership of risks; • Responsible for leading on the ongoing management and monitoring of a particular risk assigned to them. Control Owners Those who through the risk management process, are identified as having ownership of either current or planned controls; • Responsible for ensuring that controls are managed and maintained, and that any changes to controls are notified to risk owners so that risks may be reviewed accordingly. Action Owners Those who through the risk management process, are identified as having ownership of those actions deemed necessary to either prevent or mitigate risks; • Responsible for ensuring that risk improvement actions assigned to them are progressed to satisfactory completion.Page 367 of 454
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13 Risk Management Strategy 2026 5.2 Roles and responsibilities - Individuals Risk Champions Acting as the point of contact for risk management matters within their Service, the Risk Champion will be responsible for providing assurance to the Depute Chief Executive / Chief Executive / Chief Officer on whether risk management arrangements are in place and operating effectively in accordance with the Risk Management Strategy. This will be achieved by: • Participating in the work of the Risk Management Corporate Working Group; • Promoting risk awareness across their Service, including contributing to identification of relevant training needs and monitoring of the completion of the same; • Directing risk management discussions at Management Team meetings, ensuring that “Risk” remains a regular item on the agenda; • Guiding, liaising with and supporting Risk Facilitators in Teams through the Service Risk Forum; • Supporting their Service Management Team in the ongoing development and management of Service Risk Registers; • Escalating risks to the Depute Chief Executive / Chief Executive / Chief Officer where immediate attention is required; • Providing project risk management support where required for key projects including facilitation of risk workshops etc; • Monitoring service compliance with the requirements of the Risk Management Strategy, process and procedures; • Engaging in appropriate risk management training to maintain skills and knowledge. Risk Facilitators Acting as the point of contact for risk matters within their Team, Risk Facilitators will be responsible for providing assurance to their Chief Officer on whether risk management arrangements are in place and operating effectively in accordance with the Risk Management Strategy. This will be achieved by: • Liaising with Risk Champions to maintain a co-ordinated approach including through the service risk forum; • Promoting risk awareness across their service area, including contributing to identification of relevant training needs and monitoring completion of the same; • Supporting their Management Teams in the ongoing development and management of Team Risk Registers; • Directing risk management discussions at meetings, ensuring that “Risk” remains a regular item on the agenda; • Escalating risk issues to the Chief Officer of the Service and Risk Champion where immediate attention is required; • Engaging in appropriate risk management training to maintain skills and knowledge. Project Managers/Project Boards etc Those involved in delivery of projects for the organisation have specific responsibilities for managing risks and issues within the Project Management process, which could threaten delivery of the project, or compromise cost, quality or timescales. Key responsibilities are specifically laid down in the Project Management framework. Internal Audit Provide independent review, and report on adequacy of the Council’s risk management arrangements and the effectiveness of implementation of the Risk Management Strategy at all levels. Insurance & Risk Team • Put in place and maintain appropriate risk financing arrangements to mitigate against unacceptable financial loss from insured risks, in line with the Council’s risk retention appetite; • Handle in-house all liability and property damage claims within parameters agreed with the Council’s insurance/risk partners; • Feedback to Services and the RMCWG statistics and loss information that will enable Services to target areas for improved risk control and loss prevention; • Assist Services on control of insurable risks and the improvement of operational risk controls. Employees • Maintain awareness of the Council’s Risk Management Strategy and processes through completing appropriate mandatory Risk Management training; • Be aware of and contribute to the effective identification and management of risks relevant to their own role and that of their team. Page 368 of 454
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14 Risk Management Strategy 2026 6 The Three Lines Model The Council operates on the principles of the ‘Three Lines’ model, an internationally recognised framework for managing risk, which provides structure and helps demonstrate key roles and responsibilities within that framework and how these link together to deliver robust risk management. 6.1 Figure 1 below illustrates how responsibility for managing risk gets proportionately less as we move down the three lines, with the most significant level of ownership and responsibility for managing risks resting within the first line at the top of the triangle, front line services. • 1st Line lies with front line/operational management who maintain ownership, responsibility, and accountability for directly identifying, assessing, controlling and mitigating risks. • 2nd Line includes those areas that provide the tools and framework to allow the first line to fulfil its role. Includes areas like the Corporate Risk Team, Legal, Democratic & Strategy, Finance & Technology, Health & Safety etc. Second line functions facilitate and monitor the implementation of effective risk management by the first line, including providing key risk controls, guidance, support, training and advice. • 3rd Line provides independent assurance and includes areas that check activities and arrangements at second and first lines to ensure they are fit for purpose and are being complied with. For example, the Internal Audit function provides assurance to Audit & Scrutiny Panel and senior management about how well the first and second lines are identifying and managing risks, and around implementation and effectiveness of risk controls. Page 369 of 454
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15 Risk Management Strategy 2026 North Lanarkshire Council’s Three Lines Model Services Operational Procedures, Managing Risk, Control Activity, Projects, Self-Evaluation Oversight/Enabling/Control Functions Corporate Risk Team, Legal, Democratic & Strategy, Finance & Technology, Health & Safety etc (Framework, Guide, Consult, Train, Advise, Support) Assurance Providers Internal Audit (Monitor Compliance, Provide Independent Challenge and Assurance) 3 2 1 3rd Line 2nd Line 1st Line Figure 1 - Three lines model Page 370 of 454
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16 Risk Management Strategy 2026 7 Risk Management Structure The following diagram shows the structure of risk management activity in North Lanarkshire Council. Primary responsibility for co-ordination of risk management activities lies with the Corporate Risk Team through the Risk Management Corporate Working Group. Service Risk Champions will be responsible for facilitating and supporting the implementation of risk management within their service activities through their Service risk forums, and reporting progress and risk management information to their own Service Management Teams. Corporate Management Team Chief Officer (Audit & Risk) Corporate Risk Team Service risk forums (1/4ly following RMCWG) Service Management Teams Policy and Strategy Committee RMCWG (8 weekly) Service Committees Audit and Scrutiny Panel Risk Champions Operational Management Employees Figure 2 - Risk Management Structure Page 371 of 454
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17 Risk Management Strategy 2026 8 Risk Management Methodology Scope, Context, Criteria Com m unication and Consultation Risk Evaluation Risk Analysis Risk Identification Risk Assessment Risk Treatment M onitoring and Review Recording and Reporting Figure 3 - Risk Management Process 8.1 Effective Risk Management is about developing the right culture, processes and structures in our organisation and directing them in a co-ordinated way to manage risk, facilitate continuous improvement and enhance service delivery. 8.2 Risk Management is about being proactive in understanding uncertainties that can impact on achievement of our goals. It is a continually evolving process which helps us to learn and build upon good practice, ensuring that we manage uncertainty in a proactive way, contributing to successful delivery of services and Corporate Priorities. 8.3 Embedding Risk Management throughout the organisation will be achieved by the consistent application of the risk management process shown in Figure 3, across all Services and business activities. This will enable the organisation to manage and monitor risks at the most appropriate level, ensuring that the right oversight is in place, and that we respond to risk in a consistent and proportionate manner. 8.4 Risk management should not be done in isolation, but requires to be considered by Services, Teams, Programme and Project Teams as a routine part of Corporate, Service, Operational, Programme and Project planning. This means that assessing risk becomes an integral part of our working practices as well as a feature of how we approach development of new policies or business change initiatives. 8.5 A methodology for managing risk across the organisation has been established and will be consistently applied at all levels. The approach has been developed in accordance with the International Risk Management Standard ISO31000:2018 “Risk Management – Guidelines” as illustrated in Figure 3. Full details of the Risk Management methodology to be followed are contained in the Risk Management guidance that accompanies this strategy. Page 372 of 454
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18 Risk Management Strategy 2026 9 Risk Reporting, Review & Challenge 9.1 Different levels of the organisation require different information from the Risk Management process. For example, CMT should know about the most significant Corporate Risks facing the Council and how these risks are being managed. Service Management Teams require to be aware of the risks which fall into their area of responsibility which may impact on the services provided by them, and on their ability to achieve their objectives. Teams need to be aware of and take appropriate action on the risks that face the Team. 9.2 Risks identified and their control status should be formally reported to the appropriate level of management and stakeholders on a regular and timely basis to ensure that they receive the appropriate level of management attention. 9.3 To allow for the effective monitoring of risks, a Risk Owner should be identified for each risk. This person is responsible for ensuring that plans are in place for reviewing and reporting progress on the management of that risk and associated actions. The Risk Owner will be a named individual. 9.4 The CRR will be presented to the Audit and Scrutiny Panel on a quarterly basis. This will reflect exceptional changes to the register that occur in the reporting period. For example, new additions, deletion or changes to the assessment. 9.5 Risk Management reports will also be presented to Service Management Teams on a quarterly basis to enable them to monitor and review key service risks, as well as have oversight of service risk management arrangements. 9.6 Oversight of risk registers is an essential part of the risk management process, to ensure that registers reflect the organisation’s risk profile. It will identify any anomalies for example where risk or control review is due. Having the correct oversight and challenge will mean that we maximise the benefit of the risk register as a management tool and have accurate risk management information to inform decision making. 9.7 As part of risk register monitoring, management should consider the effectiveness of risk controls and actions and how these are reflected in risk ratings. Management should also consider any new risks which have emerged and reflect on any risks closed in the reporting period. 9.8 Where a risk is reviewed by the Service and felt to have either corporate relevance or its significance has escalated to be of corporate interest, this should be raised through the Risk Management Corporate Working Group or with the Business Management Team for inclusion as a Corporate Risk. 9.9 The Council’s Internal Audit Team will undertake regular audits of the Council’s risk management arrangements as part of the annual Internal Audit plan. The Council’s external auditors may also periodically review the risk management processes put in place by the Council as part of their review of the Council’s wider corporate governance arrangements. Page 373 of 454
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19 Risk Management Strategy 2026 Risk Management Monitoring 9.10 Risk Management activity across services will be monitored through the RMCWG in order to provide targeted support to enable services to maximise the benefit of risk management as a management tool. An agreed monitoring approach will be used by the corporate risk team and members of the risk network on a 6 monthly basis to identify areas for improvement. A summary of the results will be utilised to provide high level management information and inform reporting to SMTs, BMT, CMT and Audit & Scrutiny Panel. Risk Tolerance 9.11 North Lanarkshire Council seeks to be risk aware not risk averse, which means that we will accept a tolerable level of risk that provides a balanced organisational risk profile. The expected responses to the varying levels of risk are detailed in the accompanying risk guidance. It is recognised that in certain circumstances there will be certain risks which the council has little direct control or influence or where incidents or errors may occur despite robust controls being in place. In such circumstances the risk management process should ensure appropriate governance and oversight of these risks through frequent monitoring and review of the risk and control arrangements, to provide assurance over the management of these high risks. More detail surrounding risk tolerance and expected responses is contained within the Risk Management Guidance which accompanies this strategy. 9.12 Risk appetite is an expression of how much uncertainty an organisation is willing to invite into its processes in pursuit of objectives. Having an established risk appetite framework can encourage consistency when making risk informed decisions. North Lanarkshire Council will seek to develop its approach to risk appetite throughout the period of this Strategy. Page 374 of 454
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20 Risk Management Strategy 2026 10 Training and Development 10.1 We need our workforce to have an awareness of Enterprise Risk Management. We will ensure that colleagues with a more detailed role in facilitating the risk management process have the skills and competence appropriate to their role. 10.2 The Risk Management Corporate Working Group will continuously identify and review risk management training needs across the organisation. The Corporate Risk Team will provide training and learning opportunities for Elected Members and Officers, which are appropriate and proportionate to roles and responsibilities. 10.3 Risk Management Training and Awareness materials are referenced within the Risk Management guidance which accompanies this strategy. This may range from those who require a general awareness, to Elected Members and Senior Managers with more strategic decision-making responsibilities, and those employees who have a more specific role in the Risk Management process. Page 375 of 454
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21 Risk Management Strategy 2026 11 Key Initiatives for Development in 2026-2029 Figure 4 Ever Present Risk 11.1 It is recognised that there are some Corporate Risks that due to their ever present nature, will always command the attention of Senior Management. Where captured on risk registers these ubiquitous risks tend to be static in terms of assessment and have a series of implemented controls; controls which are in the main managed by second line functions and must have cross organisational awareness and adherence in order to remain effective. The key aspects of the control environment of these risks often feature in Internal Audit assignments. Throughout the term of this Strategy, we will explore the development of a method of recording and treating these risks which has a focus on developing enhanced assurance in relation to the control environment of these risks and for ongoing management awareness and continuous improvement. Opportunity Management 11.2 Recognised best practice and publications promote the practice of capturing opportunities within risk registers. Opportunities are areas of uncertainty that could have a positive impact on the achievement of objectives. When opportunities are formally captured and managed within risk registers, it can support informed decision making on whether, and how, to maximise their potential benefits. We will develop our risk register infrastructure to record opportunities alongside risks. Risk Appetite 11.3 In preparing this iteration of our strategy we have recorded explicit reference to the definitions of risk tolerance and risk appetite in line with industry standard. During the term of this strategy we will explore emerging methodologies and develop our application of risk appetite to enhance our overall risk management arrangements. The timelines for delivering these initiatives are illustrated in Figure 4. Page 376 of 454
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22 Risk Management Strategy 2026 12 Risk Management Guidance Page A. Risk Management Methodology and processes 23 - 24 • Establishing the Context • Risk Assessment: • Risk Identification and description • Risk analysis • Risk evaluation • Risk response B. Risk Assessment – Matrix & Descriptors 25 - 28 • Likelihood descriptors • Impact descriptors • Risk Scoring Matrix • Risk Response and Escalation • Monitoring and Review C. Risk Capture and Review Instructions 29 - 33 D. Risk Management Reporting 34 E. Dealing with Risk in Committee Reports 35 - 36 F. Training & Awareness Materials 37 G. Glossary of Risk Management Terms 38 - 39 Page 377 of 454
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23 Risk Management Strategy 2026 Risk Management Methodology The process adopted by the Council for managing risk is summarised below. Step 1. Establish the Context The first step in the risk management process is to understand and define the planned objectives, outcomes and targets of the Service, Team or Project. This will include scope, stakeholders, the environment in which we operate, and any internal and external factors. This is important since the context from a corporate or strategic perspective may be very different from an operational perspective. Step 2. Risk Assessment This is the process where we identify key risks and consider the likelihood and impact of these on achievement of objectives, outcomes and targets. Risk assessment comprises the following three key elements: • Risk Identification • Risk Analysis • Risk Evaluation Scope, Context, Criteria Communication and Consultation Risk Evaluation Risk Analysis Risk Identification Risk Assessment Risk Treatment M onitoring and Review Recording and Reporting Figure 5 - Risk Management Process Risk Identification This is the systematic use of information from the “Establishing the context” stage to identify and describe risks. When identifying risks, there are 6 risk categories that should be considered: Strategic, Financial, Operational, Human Resources, Legislative & Regulatory and Information Technology. Detailed information on each risk category, including their subcategories, can be found later in this guidance document. The risk identification process should, where possible, involve relevant subject matter experts who have knowledge or experience of the activity or matter under consideration. Risks should be described in three parts, covering: • The risk event i.e. “there is a risk that…………..” • The cause i.e. “due to……..” • The consequence i.e., “which could result in ……” Each risk should be considered in the context of, and aligned to the Council’s corporate priorities, and those activities that contribute to their achievement. To ensure appropriate ownership of risk, each risk should be assigned to a “Risk Owner”. This is the person who, through the risk management process, is identified as being the most appropriate Officer to lead on the management and oversight of a particular risk. Page 378 of 454
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24 Risk Management Strategy 2026 Risk Analysis This stage determines the significance of a risk and its priority relative to others through risk analysis. We estimate the risk’s likelihood and multiply it by its potential impact using the Council’s Likelihood and Impact Descriptors and Risk Matrix. These tools ensure a consistent approach to risk measurement across the organisation. The combined score produces a risk rating, calculated in two stages: • Inherent risk rating is calculated first and is done as if there were no controls in place to manage the risk. • Existing controls – we then need to consider what controls are already in place to manage the risk. Controls can be policies, procedures, training or other management arrangements designed to manage risk by either reducing the likelihood of the risk occurring, and/or reducing the impact if it does occur. • Residual risk rating is then calculated after consideration of the effectiveness of existing controls. The residual risk rating will then dictate whether further actions are required to reduce the risk further. This analysis of risk produces a risk rating as follows: Risk Ratings Insignificant Low Medium High Very High Risk Evaluation Compares the scores of all of the analysed risks in order to make decisions about their significance in relation to our priorities, objectives, and targets. This produces a “Risk Profile” which enables us to prioritise the risks and decide whether further action is required, with higher rated risks being given more focus. Risk Response/Treatment Involves responding to identified and evaluated risks in a way that is proportionate to the level of risk. This means identifying what, if any, additional actions and controls are required to manage the risk further. Risks may be responded to by means of the 4 “T” s: • Terminate – Avoid or eliminate the risk exposure or activity giving rise to the risk, then it no longer presents a risk to manage. • Treat – implement cost effective actions to modify the risk to a more tolerable level. • Transfer – transfer all or part of the risk to a third party i.e. through contract terms, insurance etc. • Tolerate – an informed decision to accept the likelihood and the impact of a particular risk rather than trying to mitigate it further. This guidance applies to our current process for identifying and managing threats. While threats remain a key focus, it is equally important to consider opportunities when assessing uncertainty and its potential impact on our objectives. During this strategy period, we are committed to enhancing our approach to include the identification and management of opportunities. Additional guidance will be provided as this evolves. If you identify an opportunity and require support, please contact the Corporate Risk Team, who can provide tools and assistance to help you develop and manage opportunity related risks effectively. Page 379 of 454
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25 Risk Management Strategy 2026 Risk Assessment Likelihood Descriptors Please note that descriptors are intended to be indicative only and may need to be tailored to the individual objective, project or activity under consideration, for example in line with specific professional guidance, national targets or project parameters. These should be agreed with all stakeholders concerned with the risk. Likelihood Descriptors Score Description 5 Almost Certain Event expected to occur (If occurring treat as an issue) Over 90% likelihood of occurrence 4 Likely Event will probably occur 61-90% likelihood of occurrence 3 Possible Event could occur 31-60% likelihood of occurrence 2 Unlikely Event not expected to occur 11-30% likelihood of occurrence 1 Rare Remote chance event could occur in certain circumstances 10% or less likelihood of occurrence Page 380 of 454
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26 Risk Management Strategy 2026 Impact Descriptors Description of impact Score On Service Delivery Financial On people (including physical and mental wellbeing) On reputation Inspection / Legal / Compliance 5 Catastrophic Catastrophic failure in service quality and key service standards are not met; long term catastrophic interruption to operations; several major partnerships are affected Severe financial loss >£1million Multiple deaths Major permanent incapacity Prolonged National and Local condemnation National media(> 3 days) Rapid intervention and/or prolonged attention from legislative/regulatory body Serious breach including potential prosecution Severely critical report 4 Major Major impact to service delivery; multiple service standards not met; long term disruption to operations; multiple partnerships affected Major financial loss £500,000 - £1m Death Major injuries or long- term incapacity/ disability (loss of limb), requiring medical treatment and/or counselling. Serious negative national or local criticism National media (<3 days) Local media >3 days Medium-term attention from legislative/ regulatory body Breach which could lead to litigation or prohibitions Enforcement Action / Critical report 3 Moderate Significant failure of service quality; major partnership relationships strained; serious disruption to service standards Significant financial loss £250,000 - £500,000 Significant injury requiring medical treatment and/or counselling. Some adverse public / local media attention Local media only <3 days Short term attention from legislative/ regulatory body Breach which could lead to claims or inquiry Challenging recommendations but can be addressed with appropriate action plan. 2 Minor Minor impact on service quality/minor service standards are not met; short term impact Moderate financial loss £50,000 - £250,000 Minor injury or illness, first- aid treatment needed. No staff absence required. Minor adverse local/ public/media attention and complaints Very minor attention from legislative/ regulatory body Legal action is unlikely or only minor claims Minor recommendations made which can be addressed by low level of management action 1 Insignificant No impact on service quality/limited disruption to operations Minimal loss <£50,000 Adverse event leading to minor injury not requiring first aid. No interest to the media, internal only. Public concern restricted to local complaints No external interest None or little risk of legal action Small number of recommendations which focus on minor quality improvement issues. Page 381 of 454
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27 Risk Management Strategy 2026 Risk Scoring Matrix Risk Scoring Matrix Risk Likelihood Almost Certain 5 5 10 15 20 25 Likely 4 4 8 12 16 20 Possible 3 3 6 9 12 15 Unlikely 2 2 4 6 8 10 Rare 1 1 2 3 4 5 1 Insignificant 2 Minor 3 Moderate 4 Major 5 Catastrophic Risk Impact Risk Rating Insignificant Low Medium High Very High Risk Scoring Matrix Risk Rating Expected Response Escalation Guidance Insignificant 1 - 3 Insignificant risks score from 1-3 on the risk matrix. We can normally accept these. No further actions would normally be expected to prevent or mitigate the risk. No escalation required to service management team or BMT. Low 4 - 8 Low risks score from 4 – 8 on the risk matrix. We can normally accept these. We wouldn’t normally need or expect to do anything further to prevent or mitigate the risk other than to actively monitor existing controls to ensure they continue to be effective. No escalation required to service management team or BMT. Medium 9 - 15 Medium risks score from 9 – 15 on the risk matrix. These can be tolerated if we are confident about the arrangements/controls we have in place to manage them. Any additional control measures identified as necessary should be cost effective in relation to the risk. These risks should be reviewed on a frequent basis by line management and progress should be reported regularly to the Service Management Team 16 - 20 High High risks score from 16 – 20 on the risk matrix. We can tolerate high risks, but we do need to monitor relevant controls carefully. Consideration should be given to any additional control measures which could help prevent or mitigate the risk and reduce the risk score, where such actions would be cost effective. These risks should be reviewed on an ongoing basis by the relevant Service Management Team who may report or escalate to BMT for consideration/inclusion in the CRR. Very High 25 Very High risks score 25 on the risk matrix. These risks should be actively managed to reduce the risk score. Consideration should be given to any additional control measures which could help prevent or mitigate the risk and reduce the risk score, where such actions would be cost effective. These risks should be reviewed on a more regular basis by the relevant Service Management Team who may report or escalate to BMT for consideration/inclusion in the CRR. Page 382 of 454
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28 Risk Management Strategy 2026 Monitoring and Review Residual Risk Score Risk Rating Review Frequency 25 Very High Monthly 16 – 20 High 3 monthly 9 - 15 Medium 6 monthly 4 - 8 Low 9 monthly 1 - 3 Insignificant Annually Monitoring & Review Once risks have been assessed and rated, they should be on a programme of regular review according to residual risk score as follows, unless circumstances change to suggest the risk should be reviewed sooner: Page 383 of 454
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29 Risk Management Strategy 2026 Risk Capture Instructions Mandatory fields are marked with an asterix Risk Status* Choose from Draft / Live / Closed Primary Risk Category and Sub Category* (see pages 40-41) Chose most relevant Primary and Sub Category form drop down Risk Title* A short title/description of the risk. Context* Some background information on the risk Risk* Free text to describe what the risk or adverse event is. Wording should be “There is a risk that……“. A risk is something which “could” happen. If it happens or is definitely going to happen it becomes an “issue”. Due to* Free text to describe the potential causes of the risk occurring. Wording should be “due to….” Impact** Free text to describe the potential impact (s) if the risk occurs. Should be worded “which will result in……” Proximity The earliest that this risk could occur: Immediate to one week; One week to one month; One month to six months; Six months to 1 year; One year to five years; Greater than 5 years Risk Owner* The person who has responsibility for co-ordinating the management of the risk. First Assessment Date The First Assessment Date needs to be in the past. The system will calculate when the next assessment date is due by frequency in Assessment Tab. Risk Contact This is a person nominated by the Risk Owner as first point of contact for any query regarding the risk. This person will also receive notifications on the risk, new risk, assessment due or overdue in addition to Risk Owner Corporate Priorities Tick any that are appropriate/most appropriate in relation to the risk. Should have at least one and may have all if considered relevant Assessment Inherent Likelihood* Each risk should be scored in terms of Inherent Likelihood using the matrix below for guidance. Inherent Likelihood score is the evaluation of the likelihood of the risk occurring if there were no controls in place. Enter the score from the drop-down menu. Inherent Impact* Each risk should be scored in term of Inherent Impact using the matrix below for guidance. Inherent Impact score is the evaluation of the potential impact if the risk occurs, if there were no controls were in place. Enter the score from the drop-down menu. Reason for Inherent Risk Likelihood* Free text to describe the rationale for the Inherent Likelihood score. Where possible include any factual information to support this rationale. Reason for Inherent Risk Impact* Free text to describe the rationale for the Inherent Impact score. Where possible include any factual information to support this rationale. Residual Likelihood* Residual Likelihood score is the evaluation of the likelihood of the risk occurring, taking into account the control measures you have identified Residual Impact* Residual Impact score is the evaluation of the potential impact if the risk occurs, taking into account the control measures you have identified Reason for Residual Likelihood* Same rational as per Reason for Inherent Risk Likelihood Reason for Residual Impact* Same rational as per Reason for Inherent Risk Impact Risk capture and assessment instructions The following instructions define the process for recording risk details within the Risk Management Information System. Supplementary tools and templates designed to facilitate risk identification, documentation, and assessment are maintained by the Corporate Risk Management team and made available to the risk network Page 384 of 454
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30 Risk Management Strategy 2026 Risk Capture Instructions Risk Response Type* Terminate - Stop the activity giving rise to the risk or choose an alternative solution. This response may be chosen where the residual risk is too high, and the preferred option is terminate. Treat - Implement cost effective measures to control a risk to a more acceptable level. Controls will focus on reducing either the likelihood of the risk occurring, and/or the impact of the risk if it does occur. Chose Treat if there are any action plans. Transfer - Transfer all or part of a risk to a third party, usually achieved through contract terms, insurance, or other means. Tolerate - Agree that any further action to treat a risk is not cost effective or proportionate in relation to the current risk and decide to tolerate it as it is. Latest Review Remarks Free text to include a concise summary of any changes that have been made to a risk during a review. Current Key Controls Control Status* Choose from Planned, In Progress, Implemented or Enhancing. Enhancing is where there is already a control and it will be further improved. Control Type* Prevention where reduces likelihood of risk happening or Mitigation which reduces impact should the risk occur. Key Control If considered a most vital control Control Description* Something that reduces the likelihood of the risk occurring and/or mitigate the impacts if it does. Implementation Target Date Date that control was implemented. This is not mandatory Control Owner* In council terms while control owner can be a working group committee etc. for capture in Figtree it must be an individual. If it is a group etc. make reference to that effect in the control description and enter as control owner person considered most suitable to co-ordinate the control. Where possible control owner should be a NLC member of staff though there are certain time when control owner will be part of a key partnership e.g. NHS. Do not enter an elected member as a control owner. Control Progress Remarks For controls that are not yet fully implemented, free text to document progress on a control during a risk review, including details of updates, improvements, and changes made in developing the control. Next Review Date (Implemented Controls) For implemented controls a field that fields allow users to set a date for the control to be next reviewed. Latest Review Remarks (Implemented Controls) For implemented controls, free text to capture brief review notes at each review date. This ensures controls are still relevant and effective as prevention or mitigation measures Actions: Each Action must be linked to a parent control and the control status selected must NOT be’ Implemented’ Actions Action Status* Choose from Raised, Underway or Complete Action Priority* Choose from Low Medium or High Key Action If considered a most vital action Action Description* Details of the action which improve the control Action Owner* Same rational as for control owner Additional Contact This person will receive notifications on a new action, action due or overdue in addition to Action Owner Action Progress Remarks Free text to document progress of an action during a risk review. Page 385 of 454
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31 Risk Management Strategy 2026 Risk Categories Primary Risk Category Sub Risk Category Definition Strategic Managing Strategic Change Inability of the Council to implement change and reform while still delivering its corporate objectives Digital and IT Strategy Technology is inadequate to support future council initiatives Governance Leadership and Decision Making Ineffective leadership in agreeing a shared ambition and strategy for North Lanarkshire. Lack of clarity in defining responsibilities and appropriate governance across the complex roles for all Elected Members and senior staff. Health and Social Care Integration IJB is ineffective with knock on impact on the Council SW or that NLC cannot provide adequate support for IJB priorities Financial Policies and Controls Inadequate financial control over council activities including partnership arrangements Financial Sustainability Lack of funding to manage council activities in current and future years. Capital and revenue grant funded programmes Inability of NLC to deliver on a major capital or revenue programme/project where there is potential for grant clawback. Operational Procurement Risk Failures in the procurement process designed for the purchase and ongoing management of goods, services, and works. Engagement and Consultation with Communities, Partners and Stakeholders That communities, partners and stakeholders are not engaged in the shaping and delivery of services and that NLC does not optimise the benefits from implementation of the Community Empowerment (Scotland) Act 2015 ALEO Risk ALEOs fail to deliver Council services, expectations or requirements Project Risk Risk arising from inadequate project management. Risk Management Risks arising from inadequate Risk Management Serious Organised Crime, Fraud and Corruption Fraud against the council, employees, members, key partners or stakeholders. Relationships with inappropriate bodies, groups of people/individuals. Corrupt practices across range of NLC Stakeholders. Terrorism NLC fails to plan, prepare and protect its employees, elected members, the public and our communities. NLC fails to provide a co-ordinated approach and contribution to the Counter Terrorism initiatives led by Police Scotland. Communications Non-compliance with Communications Strategy and Policies across the council. Communications are ineffective, do not reach or are not received from relevant parties Human Resources Human Resources Lack of suitable numbers of appropriately skilled staff. Non-compliance with employment legislation and regulation. Legislative and Regulatory Non-compliance existing and new Legislation and Regulation Non-compliance with Legislation, Regulation and government policies. Health and Safety Failure to comply with the Health & Safety at Work etc Act 1974 and associated legislation protecting the health, safety and welfare of our employees and anyone else who can be affected by our activities. Resilience Planning Inadequate response and participation in a Civil Contingency event Business Continuity Planning Service delivery or business operations are interrupted Information Security and Information Governance Information is not managed securely or that information governance is ineffective. External Inspections External Inspections adverse findings including Best Value. Public Protection Non-compliance with legal obligations/failure to provide adequate Public Protection arrangements Climate Change (mitigation, adaptation and sustainability) Failure to develop and implement measures to create and contribute to having a sustainable environment across North Lanarkshire. This includes all activities in addition to those covered by specific climate change legislation. Tackling Poverty Poverty issues impacting on the lives and outcomes for people who live in North Lanarkshire. Information Technology ICT Operational Capability IT solutions do not support the Council Catastrophic Event Natural / Manmade Disaster Risks arising from a significant prolonged catastrophic event that impacts citizens, staff and service delivery.Page 386 of 454
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32 Risk Management Strategy 2026 Risk Review Instructions Why To ensure that we have thoroughly assessed and understand the risks which have been identified as significant enough to merit inclusion on the Risk Register, and to gain assurance on how well or otherwise each risk is being managed. Regular reviews of each risk will allow management to understand progress with key actions, any change in risk ratings and the reasons why. Reviews will also assist in understanding how the risk could impact the achievement of objectives and provide managers with relevant risk information to aid informed decision making. It is also an opportunity to challenge whether the risk remains valid or whether it may be a candidate for closing. Who Critical to the process is ensuring that there is appropriate variety and breadth of stakeholder/subject matter expert input to develop information for each risk. This ensures that a balanced, robust and well-informed view of the risk and its assessment is obtained, and ensures a common understanding of the risk and associated controls and actions amongst staff. Risk reviews should be undertaken as part of team meetings (either scheduled or specially called for this purpose) or as part of working group meetings. If this is not possible or appropriate, the review may be conducted remotely gathering input from relevant stakeholders/subject matter experts who are best placed to inform the update to the risk information. When Residual Risk Score Risk Rating Review Frequency 25 Very High Monthly 16 – 20 High 3 monthly 9 - 15 Medium 6 monthly 4 - 8 Low 9 monthly 1 - 3 Insignificant Annually Step 1 Review risk context and wording Take the opportunity to consider whether the risk itself is still valid, or whether there has been any change in context of the risk or whether the risk requires to be reframed/reworded to be more relevant. For example has the risk changed as the result of a change in how the service is delivered, or as a result of a change in the external environment in which we operate. Step 2 Review Current Key Management Controls Current risk management controls are those which are designed to mitigate the risk by either reducing the likelihood of occurrence or mitigating the impact of the risk if it does occur. These should be controls that you know are already in place and are working effectively. Whilst difficult to judge with precision, key controls are those which are significant enough to mitigate the risk from its inherent level to its current residual level. By reviewing what is already in place for the risk, you are seeking to confirm: • Whether the detailed controls are still in place and have the same ownership, confirm with the control owner; • If they are still in place, can we regard them as still being effective in reducing likelihood or impact; • If any controls have been removed, this should be detailed and reflected within the risk score and rationale. • Consider whether there are any controls which you know to be in place which are not currently detailed; Page 387 of 454
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33 Risk Management Strategy 2026 Risk Review Instructions Step 3 Review Planned Management actions If the residual risk score is too high and deemed unacceptable, it is necessary to agree the appropriate risk response. If it is agreed that the best response is to treat the risk further, then this section is used to record planned management actions. These are the future actions deemed necessary to bring the risk down from its current “Residual” rating. If an action is not likely to contribute to having this effect, then it may not be necessary to include it so that attention can be focussed on the most important controls. Avoid recording an action that is deemed to be “ongoing” since this is most likely just the same as maintenance of an existing control. Actions should have a target date for completion. If the list of actions will not in themselves bring the risk down to an acceptable level, then this should be identified, with a clear statement of what future work will be done to identify actions required. Conversely, if there are no actions which will reduce the risk further, this should be noted with explanation. If it has been decided to tolerate the risk at its current residual rating and take no further action, this must also be documented with accompanying rationale. By reviewing planned management actions you are seeking to confirm: • Which planned actions have been completed; • If yes, whether any of these actions now constitutes a new management control which improves the control framework for the risk; • If yes, the new control should be added to the controls information in Figtree and assigned a control owner; • If no, record how completion of the action has enhanced or affected an existing control. • If there are any new actions required, and whether any existing actions require to have new target dates. • Ensure the action owner is the correct person and that they have a clear understanding of what their action is and timescales. • Actions should always be linked to a parent control. • Consider whether there are any actions that are no longer relevant and should be removed. (Notify corporate risk team for deletion on Figtree) Step 4 Risk Assessment stage In the context of changes made in previous steps, review the overall position to • Evaluate whether the current inherent risk score remains valid or requires adjustment, considering that internal or external changes may influence the risk’s context and its inherent rating. • Assess whether the current residual risk score remains accurate or requires adjustment, noting that the risk score could move either up or down depending on the impact of the risk review. • Ensure “Rationale” is updated to reflect why particular risk scores have been chosen. • Take time to make sure everything looks correct: • Is there anything that is not as expected e.g. a residual Risk Rating greater than Inherent Risk Rating • Is review frequency aligned to the risk rating in accordance with strategy as noted above. Step 5 Review the remaining sections of the risk information for completeness, ensuring they are complete, relevant and current, noting any reasons for blank sections. Pay particular attention to any changes in “Risk Context”, relevant to this risk. Bear in mind any potential impact on likelihood and impact scores. Page 388 of 454
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34 Risk Management Strategy 2026 Risk Management Reporting Report title Purpose of report Report prepared by Frequency of report Reported to Policy & Strategy Committee Business / Corporate Management Team Audit & Scrutiny Panel Service Senior Management Teams Service Committees Risk Management - Corporate Progress report Review and monitoring report to provide updates on key corporate risk management developments, summary of CRR and any key changes to that during the period arising from Horizon Scanning activity. * Every second report will include a summary of the risk profile across Service Risk Registers Corporate Risk Team Quarterly (BMT prior to ASP) Risk Management – Service Progress report Review and monitoring of service risk management implementation and summary of service risk register together with key changes in the period. * (Including reflection of changes to CRR that occur in the reporting period) Service Risk Champion liaising with Service risk forum Quarterly Risk Management year- end report To report on key activities and achievements in relation to delivery of the Risk Management Strategy. * Included in the Chief Officer Audit & Risk Annual Report. Corporate Risk Team Annual Review of the Risk Management Strategy To seek approval for updates made to the Strategy Corporate Risk Team Triennially following each review of the Strategy Throughout this strategy period, we are committed to enhancing our reporting arrangements by incorporating visualisations and graphics. These improvements aim to better meet the needs of report users, support dynamic risk analysis and informed decision making. Page 389 of 454
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35 Risk Management Strategy 2026 Guidance for dealing with risk in Committee reports How is Risk Management incorporated into the Council’s decision-making process? The principles of risk management relating to decision-making are the same as for any other risk management process. The table below outlines the process. 1. Identify any risks associated with the decision and the implementation of the decision. 2. Assess the impact of the risk and the likelihood of it occurring. 3. Prioritise and include commentary on any significant risks/risks with significant potential impacts in the report. 4. Manage – produce a SMART action plan setting out how the Council intends to minimise the impact or reduce the likelihood of each of the significant risks identified. 5. Review risks with key subject matter experts and relevant statutory officers and amend the risk assessment accordingly. 6. Agree risk assessment with decision-maker clarifying any risks in the risk assessment in order to allow the decision to be made. 7. Update any Service or project risk registers following the decision. Committee report templates include a section ‘Risk Impacts’. The section requires the author to record significant risks identified after carrying out a risk assessment. The risk assessment must record the risks related to the proposed recommendations(s) (including the risks of implementation) and the risks of not taking the recommended action. What is the purpose of the risk assessment? The risk assessment: • Demonstrates that all significant risks related to the decision have been considered; • Provides evidence that the decision-maker has been provided with sufficient information about risks in terms of likelihood and impact; and • Explains how risks will be managed. What will the risk assessment record? The risk assessment should record: • Risks that may arise if the decision is not taken; • Risks that may arise if the decision is taken; and • Action that will be taken to manage each risk documented if the decision is taken. Who needs to be involved in compiling the risk assessment? The report author will take the lead in compiling the risk assessment using a standard template available via the intranet. Involvement will vary significantly depending on the subject matter and the nature of the decision being sought but may include Subject matter experts, the relevant Chief Officer, the Chief Executive, the Council’s S95 officer and the Monitoring Officer. The report author in consultation with the appropriate Chief Officer should review the report and the risk assessment prior to the report being issued. Page 390 of 454
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36 Risk Management Strategy 2026 Do all risks in relation to a proposal have to be recorded in a risk assessment? No. The risks assessment process should be proportionate to the decision being made. The report author and others involved should consider the impact of any associated risk(s) when deciding whether a risk assessment is required or not. It is the responsibility of the report author to ensure that the risk assessment is sufficient for its purpose. If the impacts of identified risks are low or negligible then it is reasonable that the risks are not formally recorded. What should I put in the risk management section of the committee report template? Key risks surrounding a decision and how these are or will be managed should always be highlighted in the narrative of the report. The audience should receive assurance that the author has carried out a proportionate risk assessment related to the issue and recommendations, in compliance with the council’s decision-making risk management guidance. In offering this assurance the report author is confirming that: 1. Risk assessment documentation relating to the decision has been completed and reviewed by relevant senior management; 2. All significant risks relating to the decision and how these will be managed are highlighted in the report; and 3. Risks relating to the decision have, as appropriate, been included in Service or Project risk registers and will be managed and subject to monitoring and review in accordance with the council’s risk management strategy Will the risk assessment be accessible to the public? The risk assessment will not be published with the Committee papers (although the Committee report will confirm that a risk assessment exists to support the decision sought in the report). However, risk assessments will be subject to the normal rules of disclosure under the Freedom of Information Act 2000 and other relevant legislation. Page 391 of 454
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37 Risk Management Strategy 2026 Training and Awareness Training and awareness materials will be developed to support colleagues in their role within the framework. All employees and elected members are required to complete the Introduction to Risk Management E-learning mandatory training module. Risk Champions and Risk Facilitators will have the opportunity to complete accredited Enterprise Risk Management training as part of their responsibilities. Targeted training material will be developed to support colleagues in their specific role within the risk management framework. Awareness materials will be made available to colleagues through the most appropriate channels. Page 392 of 454
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38 Risk Management Strategy 2026 Glossary of Risk Management Terms Glossary of Risk Management Terms Context Context means the external and internal parameters that organisations must consider when they manage risk. External context includes external stakeholders, local, national, and international environment, as well as any external factors that influence objectives. It includes social, cultural, political, legal, regulatory, technological, economic, natural, and competitive environment. Internal context includes internal stakeholders, approach to governance, contractual relationships, capabilities, culture, and standards. Corporate Governance The framework of accountability to users, stakeholders, and the wider community, within which organisations take decisions and lead and control their functions to achieve their objectives Ever Present Risk Risks that are ubiquitous in nature, are ever present within an organisation and will always command the attention of senior management Exposure The susceptibility to loss. Impact Effect or consequences of a risk. Examples of a range of impacts can be found in the Impact Matrix. Inherent Risk The exposure arising from a specific risk if no controls were in place to manage it. Likelihood The chance that something might happen. Likelihood can be defined, determined, or measured objectively or subjectively and can be expressed either qualitatively or quantitatively. Mitigating Action Any action that seeks to reduce the likelihood or impact of a risk event to an acceptable level. Monitoring To supervise, check and critically observe on an ongoing basis. Monitoring will help determine the current status and assess whether or not required or expected performance levels are being achieved. Operational Risk Risks associated with the day-to-day issues facing the organisation in its service delivery, i.e., human error, system failures, inadequate procedures, and controls. Opportunity Risk An uncertain event, which should it occur, could have a potential positive effect on objectives Probability Extent to which a risk event is likely to occur. A measure (expressed as a percentage) of likelihood. Residual Risk The level of risk remaining taking risk control measures into account. Risk An adverse event or set of events, which should it occur, will have an impact on the achievement of objectives. Risk is measured by the combination of the “likelihood” of the event occurring, and the “impact” on our objectives if it does. Risk Analysis The use of information to work out how often risk events might occur and the magnitude of their consequences. Risk Tolerance The Council’s attitude towards risk taking, which in turn dictates the amount of risk it considers tolerable or acceptable. Risk Appetite An expression of how much uncertainty the Council is willing to invite into its processes in pursuit of objectives. Risk Assessment The overall process of risk identification, risk analysis and risk evaluation. Risk Categories Risks are categorised into different types. The Council’s categories are Strategic, Financial, Operational, Legislative & Regulatory, Human Resources and Information Natural/Manmade Disaster Risk Control A control is any measure or action that modifies, Controls include any policy, procedure, practice, process, technology, technique, method, or device that modifies or regulates risk. Risk treatments become controls or modify existing controls once they are implemented. Risk Evaluation The process of comparing the net effect of the scores of the analysed risks to make decisions about their significance in relation to our priorities, objectives and targets. Risk Financing The provision of funds to meet the cost of implementing risk treatments, including, but not limited to, insurance. Page 393 of 454
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39 Risk Management Strategy 2026 Glossary of Risk Management Terms Risk Identification The process by which risk events, which could affect the organisation’s objectives, are identified, described, and recorded. Risk Management The co-ordinated activities to direct and control an organisation with regard to risk. It covers the processes involved in identifying, assessing, and prioritising risks, assigning ownership, taking actions to prevent or mitigate them, and monitoring and reviewing progress. Risk Management Policy Statement A high-level statement showing how Risk Management will be handled throughout the Council. Risk Management Strategy Describes the goals of applying Risk Management to the activity, a description of the process that will be adopted, the roles and responsibilities, risk thresholds, the timing of Risk Management interventions, the deliverables, the tools, and techniques that will be used and the reporting requirements. It also describes how the process will be co-ordinated with other management activities. Risk Matrix A model that visually displays the relationship between the likelihood and impact of specific risks. Visually it is a 5x5 box that plots likelihood and impact as Insignificant, Low, Medium, or High. Risk Owner A risk owner is a person or entity that has been given the authority to manage a particular risk and is accountable for doing so. Risk Prioritisation The process of ranking risks into a logical order by establishing how significant they are in terms of likelihood and impact (NB Impact is given priority over probability when prioritising risks). Risk Profile The overall picture of the Council’s, Services, or Team’s risks including the number of risks and their scores. Risk Register A formal listing of identified risks, together with the results of the risk analysis and risk evaluation procedures, as well as details of any risk responses. Helps decision makers prioritise resources to minimise risk to best effect and provide assurances that progress is being made. Risk Response Selection and implementation of appropriate options to further minimise the likelihood or impact of an identified risk. Strategic Risk Risk concerned with where the Council wants to go, how it plans to get there and how it can ensure survival. Terminate Avoid or eliminate the risk exposure or activity giving rise to the risk so that it no longer presents a risk to manage. Threat Risk An uncertain event, which should it occur, could have a potential negative effect on objectives Tolerate An informed decision to accept the likelihood and the impact of a particular risk rather than trying to mitigate it further. This is usually because there are certain benefits to be gained, or the cost and effort of implementing further control measures is disproportionate to the risk. Transfer An informed decision to transfer all or part of the risk to another party i.e., through contract terms, insurance etc. Treat Implement cost effective actions to modify the risk to a more tolerable level. Uncertainty A condition where the outcome can only be estimated. Page 394 of 454
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CC_2025_00305 Produced by NORTH LANARKSHIRE COUNCIL Donald Stone Corporate Risk Manager Chief Executives Office Civic Centre, Windmillhill Street Motherwell ML1 1AB e. StoneD@northlan.gov.uk NORTHLANARKSHIRE.GOV.UKPage 395 of 454
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North Lanarkshire Council Report Does this report require to be approved? Ref FS/CFP/P&S/Mar26 Date ☒ Yes ☐ No 19/03/26 From Francis Scott, Chief Officer (Audit and Risk) E-mail scottfr@northlan.gov.uk Telephone 07887 914207 Executive Summary The Council’s Counter Fraud Policy details the Council’s approach to the prevention, detection and investigation of fraud across all Council service areas. The most recent version of the Policy was approved by the Policy and Strategy Committee in September 2023. The Policy has been recently reviewed to ensure the document remains consistent with good practice and continues to reflect the Council’s attitude, approach and response to fraud. The content of the revised Policy remains broadly similar to the previous version. One key addition to the Policy is a section to highlight the requirements of the Economic Crime and Corporate Transparency Act 2023, which introduced a corporate offence of the failure to prevent fraud. The title of the document has also been changed, from the Counter Fraud Policy to the Corporate Fraud Policy. Recommendation It is recommended that the Policy and Strategy Committee: (1) Acknowledge the key changes to the Policy and the implications of the new legislation; and (2) Approve the approved Corporate Fraud Policy (at Appendix 1). The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Programme of Work All Programmes of Work Policy and Strategy Committee Corporate Fraud Policy Item 15 Page 397 of 454
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1. Background 1.1 North Lanarkshire Council has a zero-tolerance approach to fraud. The Corporate Fraud Policy details the Council’s approach to the prevention, detection and investigation of fraud across all Council service areas and outlines the responsibilities of all officers and members in relation to fraud. 1.2 This report advises the Policy and Strategy Committee of the outcome of a recent review and revision of the Policy. 2. Report 2.1 The Council’s Counter Fraud Policy was approved by the Policy and Strategy Committee in September 2023. A scheduled review of this policy was recently undertaken to ensure that it remained relevant and up to date, consistent with good practice and continues to reflect the Council’s attitude and response to fraud. 2.2 While some amendments have been made to the format and structure of the Policy, the content remains broadly similar to the version approved in 2023. 2.3 The main change to the Policy is the inclusion of a section detailing the key elements of the Economic Crime and Corporate Transparency Act 2023 (ECCTA), including: • The introduction of the offence of the failure to prevent fraud. This offence allows large organisations to be held accountable for fraudulent acts committed by employees, agents, subsidiaries or other associated persons. Organisations found guilty of this offence may be subject to unlimited financial penalties on conviction. • A corporate defence for organisations that they will not be held liable for this offence if they can demonstrate that they had reasonable procedures in place to prevent fraud. To rely on this defence, an organisation must ensure its specific risk profile, determined through fraud risk assessments, is reflected in its control framework. • UK Government guidance outlining the key principles organisations should follow when establishing a fraud prevention framework as part of the corporate defence. 2.4 As part of the review, and to better align with the changes made, the title of the document has also been changed from the Counter Fraud Policy to the Corporate Fraud Policy. 2.5 Following approval of the Corporate Fraud Policy by Committee, the Chief Officer (Audit and Risk) and the Chief Officer (Legal and Democratic) will undertake an exercise to ensure that the key components of the Policy and the requirements of the new legislation are communicated to all relevant officers for awareness and understanding. 3. Measures of success 3.1 Up to date policies and associated processes will contribute towards having effective corporate fraud arrangements which are an important part of the framework designed to help prevent and detect fraud and to deal with it effectively when it occurs. Page 398 of 454
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4. Supporting Documentation Appendix 1 – Corporate Fraud Policy Francis Scott Chief Officer (Audit and Risk) 5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☒ No ☐ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Sections relating to investigations and the relationship between this policy and other relevant HR policies has been discussed with HR. 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☒ No ☐ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Sections relating to investigations and the relationship between this policy and other relevant policies and statutes have been discussed with Legal Services. Page 399 of 454
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5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? New legislation introduces corporate offence of failure to prevent fraud, for which large organisations such as the Council can be liable for unlimited financial penalties. The defence against this is having reasonable procedures in place to prevent fraud, including an assessment of fraud risk in the organisation. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Page 400 of 454
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Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 401 of 454
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CORPORATE FRAUD POLICY Page 402 of 454
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2 Document control Title Corporate Fraud Policy Owner Francis Scott, Chief Officer (Audit and Risk) Contact scottfr@northlan.gov.uk Governance Group Policy and Strategy Committee Author Francis Scott, Chief Officer (Audit and Risk) Contact scottfr@northlan.gov.uk Revision History Number Originator Date Review Commenced Revision description/record of change 1.0 Ken Adamson June 2023 Update and refresh of full policy 2.0 Francis Scott December 2025 Update and refresh of full policy Document Approvals Number Governance Group Date approval granted Date approval to be requested (if document still draft) 1.0 Policy and Strategy 28/09/23 2.0 Policy and Strategy 19/03/26 Consultation Record (for most recent update) Status of document consulted upon N/A Stakeholders consulted/date N/A Strategic Alignment The Corporate Fraud Policy highlights the Council’s zero tolerance approach to fraud and outlines how fraud risks will be managed across the organisation and how suspected or identified fraud will be managed as part of robust corporate governance arrangements designed to enable and support the delivery of all Council ambitions and priorities. Next review date Review Date December 2027 (for approval at Policy and Strategy Committee in March 2028). Page 403 of 454
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3 CONTENTS 1 Introduction 4 2 Zero-Tolerance Approach 4 3 Offence of Failure to Prevent Fraud 5 4 Responsibility for Managing Fraud Risk 5 5 Fraud Reporting 7 6 Investigation Process 9 7 Investigation Outcomes 10 8 Media Contact 10 9 Joint Working 11 10 Fraud Training and Awareness 11 11 Conclusion 11 Appendix A – Definitions of Fraud 12 Appendix B – Examples of Fraud Risks for Council Services 13 Appendix C – List of Related Documents 14 Page 404 of 454
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4 1. INTRODUCTION 1.1 The Corporate Fraud Policy outlines the Council’s commitment to preventing, detecting and investigating fraudulent activities across all the Council’s service areas, ensuring ethical conduct and compliance with legislation. 1.2 Fraud is defined as the deliberate use of deception or dishonesty to disadvantage or cause loss to another person or party. Fraud includes a wide variety of dishonest behaviour such as theft, false accounting, embezzlement, forgery, bribery, corruption, deception, false representation, concealment of material facts and other intentional acts designed to deceive others for personal gain. Fraud can occur within the Council or can be perpetrated against the Council by outside parties. 1.3 The scope of this policy extends to all employees, elected members, service users, contractors, agencies and suppliers and other partner organisations, including the voluntary sector. 2. ZERO-TOLERANCE APPROACH 2.1 North Lanarkshire Council has a zero-tolerance approach to fraud. 2.2 The Council expects its staff to act honestly, with integrity and to safeguard public resources for which they are responsible. The Council aims to conduct its business in an honest and ethical manner and is committed to acting professionally, fairly and with integrity in all its dealings and relationships wherever it operates. 2.3 Any instances of fraud will be investigated thoroughly, and employees found to have been involved in fraudulent activity will be subject to disciplinary action, including termination of employment and other relevant legal consequences. The Council will seek to recover any loss suffered because of fraud. 2.4 The Council is committed to ensuring that opportunities for fraud are minimised and will actively co-operate and share information with other local authorities and public sector bodies to assist in the prevention, detection and investigation of fraud. Page 405 of 454
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5 3. OFFENCE OF FAILURE TO PREVENT FRAUD 3.1 The Economic Crime and Corporate Transparency Act 2023 (ECCTA) introduced the new offence of the failure to prevent fraud. This objective of this provision is to make it easier to hold large organisations (such as the Council) accountable for fraudulent acts committed by employees, agents, subsidiaries or other associated persons. Organisations found guilty of this offence may be subject to unlimited financial penalties on conviction. 3.2 ECCTA provides a defence for organisations that they will not be held liable for the “failure to prevent fraud” offence if it can demonstrate that, at the time the fraud was committed, it had reasonable procedures in place to prevent fraud. To rely on this defence, organisations must implement procedures that reflect their specific risk profile, determined through risk assessment – the Council should assess the likelihood of frauds being committed and based on those findings, review and revise their existing controls. 3.3 The UK Government has issued guidance outlining six key principles that organisations should follow when establishing a fraud prevention framework: • Top Level Commitment – senior management must actively demonstrate a clear commitment to the prevention of fraud. • Risk Assessment – organisations should evaluate the nature and extent of their exposure to fraud risk, ensuring these assessments are documented and reviewed. • Fraud Prevention Procedures – based on identified risks, organisations should implement proportionate, risk-based procedures as part of a comprehensive fraud prevention strategy. • Due Diligence – organisations must carry out appropriate, risk-based due diligence to identify and mitigate potential fraud risks. • Effective Communication – fraud prevention procedures must be clearly communicated and embedded across the organisation, with strong emphasis on training and ongoing education. • Monitoring and Review – organisations should continuously monitor the effectiveness of their procedures and make improvements where necessary to ensure they remain fit for purpose. 4. RESPONSIBILITY FOR MANAGING FRAUD RISK 4.1 Managers, staff and elected members must always be alert to the risk of fraud. The prevention, detection and reporting of fraud are the responsibility of all members, officers and employees of the Council. 4.2 The Chief Executive has overall responsibility for the operations and activities of the Council. This includes overall responsibility to ensure that the Council’s management arrangements in respect of fraud are adequate and effective and that any lessons to be learned corporately from any fraud occurrences arising are appropriately Page 406 of 454
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6 addressed. 4.3 The Deputy Chief Executive and all Chief Officers are expected to display high personal standards of conduct in accordance with the Chief Officers’ Code of Conduct and are responsible for establishing and maintaining a sound system of internal control within their areas of responsibility which supports the achievement of Council policies, aims and objectives. The system of internal control is designed to respond to and manage the wide range of risks which the Council faces, including minimising the scope for fraud. Chief Officers should ensure that their employees are made aware that they should report any matter arising which involves, or is thought to involve, a fraud or irregularity. 4.4 The Chief Officer (Finance and Technology) has a duty, in accordance with Section 95 of The Local Government (Scotland) Act 1973, to make proper provision for the administration of the Council’s financial affairs. Proper administration includes ensuring that an adequate system of financial control exists and operates effectively throughout the Council. 4.5 The Chief Officer (Audit and Risk) is responsible for: • Reviewing and reporting on the Council’s control environment for the prevention of fraud. • Establishing and maintaining an effective corporate fraud policy, commensurate to the level of fraud risk identified, including establishing appropriate mechanisms for staff to report suspected fraud risk issues. • Disseminating the Council’s Corporate Fraud Policy to all staff to ensure that they are aware of their responsibilities in relation to preventing and combating fraud. • Ensuring that vigorous, prompt and proportionate investigations are carried out where fraud occurs or is suspected, and reporting to the Service, Chief Executive and Audit and Scrutiny Panel on the outcome of these investigations. • Co-ordinating assurances about the effectiveness of anti-fraud arrangements to support the Statement of Internal Financial Control and the Council’s Annual Governance Statement. • Notifying the Council’s External Auditors regarding all frauds over £5,000. • Liaising on fraud matters with other relevant stakeholders, including the Audit and Scrutiny Panel and the Risk Management Corporate Working Group. 4.6 All Chief Officers and managers are responsible for: • In line with the Council’s Risk Management Strategy, identifying and analysing potential fraud risks for their service area. • Designing and implementing an adequate system of internal control to mitigate these risks and ensuring that that these controls are operating effectively and are being complied with. • Ensuring that any fraud or suspected fraud or irregularity is reported promptly. 4.7 All employees and elected members are responsible for: Page 407 of 454
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7 • Complying with relevant codes of conduct, council policies and procedures, including declaring and registering relevant conflicts of interest and offers of gifts or hospitality. • Ensuring that the Council's procedures and management arrangements designed to mitigate fraud and corruption risks facing the Council operate effectively. • Reporting any suspicion of fraud or irregularity promptly. 4.8 The Audit and Risk team is responsible for: • Assisting in the prevention and detection of fraud by examining and evaluating the adequacy and effectiveness of controls in line with the annual Internal Audit Plan and in accordance with the Global Internal Audit Standards (GIAS). • Ensuring management has considered and identified the possibility of fraud as a business risk and has included any such fraud risks in their risk register. 5. FRAUD REPORTING EMPLOYEES 5.1 The Council accepts that, to enable the process for reporting concerns of serious wrongdoing within the Council to have credibility, employees must have the confidence that any matter highlighted will be treated confidentially and handled with discretion and tact. 5.2 In the first instance, employees should report any issue or suspicion of fraud or irregularity at the earliest possible stage, to their Line Manager or Chief Officer. If they do not feel that this is appropriate, they may contact the Chief Officer (Audit and Risk) or email the Internal Audit mailbox internalaudit@northlan.gov.uk. Anonymous reports will be accepted and followed up by Internal Audit where possible, however, this should be avoided as it could hinder the investigation if further information is required. 5.3 An employee wishing to raise any matter on a confidential basis may do so using the Council’s whistleblowing arrangements, which are part of the Public Interest Disclosures Policy. This Policy is consistent with the Public Interest Disclosure Act 1998, with respect to the disclosure of information by employees, and all matters highlighted under these arrangements will be dealt with in confidence and in strict accordance with the terms of the policy. This statute protects the legitimate personal interests of staff irrespective of how an allegation is highlighted. The Policy is located at Whistleblowing Procedure. 5.4 Individuals who refuse to accept an offer or bribe and wish to raise concerns or report another’s wrongdoing are sometimes worried out possible repercussions. The Council aims to encourage openness and will aim to support anyone who raises genuine concerns in good faith under the Public Interest Disclosures policy. Whilst reports of suspected or actual fraud will be dealt with sensitively, it may not always be possible to deal with fraud allegations on a confidential basis, however, the Council Page 408 of 454
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8 will, wherever possible, observe the wishes of an employee raising concerns who does not wish their identity to be disclosed. 5.5 The Council is committed to ensuring that no-one suffers any detrimental treatment by refusing to take part in bribery or corruption or reporting suspicion of fraud. Detrimental treatment includes dismissal, disciplinary action, threats or other unfavourable treatment connected with raising a concern. If someone believes that they have suffered such treatment, they should inform the officer who received the original report immediately. If the matter is not remedied, this should be raised formally using the Dignity at Work Policy. ELECTED MEMBERS, THIRD PARTIES AND MEMBERS OF THE PUBLIC 5.6 The Council is committed to dealing with any allegation of fraud brought to its attention by Elected Members, third parties (e.g. contractors, suppliers, organisations) and members of the public. Elected Members should report any concerns of fraud directly to the Chief Officer (Audit and Risk). Third parties and members of the public can contact the Chief Officer (Audit and Risk) or email internalaudit@northlan.gov.uk. BENEFIT FRAUD 5.7 The Department for Work and Pensions (DWP) Single Fraud Investigation Service (SFIS) are responsible for investigating Housing Benefit Fraud. All matters relating to the allegation of fraud in respect of Housing Benefit should be reported directly to the DWP via the online referral form, which can be found here. Further information on reporting fraud relating to benefits administered by Social Security Scotland can be found here. 5.8 Fraud referrals from Council staff should initially be made to the Council’s Appeals and Adjudication team where the report will be added to the SFIS referral form and passed for investigation. PROCEDURES FOR CHIEF OFFICERS AND MANAGERS NOTIFIED OF FRAUD 5.9 Managers and Chief Officers notified of instances of fraud or irregularity must immediately notify the Chief Officer (Audit and Risk). 5.10 On being informed by an employee of a fraud, it is important that the manager receiving the information deals with it appropriately. In particular, the manager should: • Deal with the employee giving the information in a way that shows that their concerns are being taken seriously. • Not belittle or dismiss the information. • Respect, as far as possible, the confidentiality of the employee. • Attempt to identify where any evidence may be but should not attempt to obtain it, or question anybody. • Pass the information to the Chief Officer (Audit and Risk). 5.11 Line managers should not conduct their own investigations before informing the Chief Page 409 of 454
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9 Officer (Audit and Risk) as this may compromise any later investigation, invalidate evidence and consequently enable someone who has committed fraud to avoid punishment. 5.12 Circumstances may require the temporary relocation or suspension of an employee. Such decisions rest with the appropriate Chief Officer and must be in accordance with relevant Council policies including the Discipline Policy. It is recommended that HR advice is sought before a member of staff is suspended. In circumstances where an employee is suspended, they should be escorted from the premises immediately, only being allowed to remove personal belongings under supervision. All IT devices held by the employee should be retrieved and the employee’s access to the Council’s network should be suspended. The Chief Officer (Audit and Risk) must be advised of any such action taken by the Chief Officer as soon as possible. 6. INVESTIGATION PROCESS 6.1 The Chief Officer (Audit and Risk) is responsible for determining what course of action should be taken when notified of allegations or concerns of possible fraud. The audit approach to the investigation of a potential fraud is likely to vary depending on the nature and complexity of the fraud, the number and seniority of employees involved and the nature of the Service in which the suspected fraud has occurred. All investigations will be undertaken in a manner that ensures confidentiality and fairness, and where possible the anonymity of those reporting the fraud will be respected. 6.2 Internal Audit’s role in relation to fraud is to act as an independent investigator to establish whether there is any substance to allegations made. This role includes establishing the facts as far as possible, quantifying any loss, identifying any control weaknesses or failures, recommending improvements to address control weaknesses, providing a written factual report on the fraud to the relevant Chief Officer and attending any subsequent disciplinary proceedings, where appropriate, in the role of witness. 6.3 The Council’s Financial Regulations and Internal Audit Charter give Internal Audit staff unrestricted access to all Council records and authority to enter all Council premises or land at all reasonable times. Internal Audit staff can also require and expect to receive any explanations from Council staff as considered necessary to fulfil their role and responsibilities. 6.4 As part of any fraud investigation, Internal Audit will be required to interview Council employees. This may take the form of a general fact-finding interview, or the employee may be called to an investigative interview to answer questions specifically in relation to the alleged or suspected fraudulent activity. In the latter case, the employee will be notified in advance of their right to Trade Union or other representation at the interview. In either type of interview, the employee will be advised of the reasons for the interview and, where appropriate, cautioned by Internal Audit staff, thus ensuring any statement taken and subsequently used as evidence in disciplinary proceedings or in court, will not be rejected as inadmissible. Page 410 of 454
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10 6.5 Two officers will always be present when conducting any such interviews, one asking questions and one taking notes. 6.6 On completion of an investigation, a written report will be prepared by the Chief Officer (Audit and Risk) and sent to the relevant Chief Officer detailing the findings of the investigation. The report may include recommendations to improve controls, to mitigate the threat of similar frauds re-occurring in the future. Details of this report will also be presented to the Audit and Scrutiny Panel. 6.7 If the value of the fraud is greater than £5,000, the Chief Officer (Audit and Risk) is required to report the details to the Council’s External Auditor. 7. INVESTIGATION OUTCOMES 7.1 Fraud is a serious offence against the Council, and several outcomes are possible from the investigation processes. 7.2 Employees found to have been involved in fraudulent activity will be subject to disciplinary action in line with the Council’s Discipline Policy. Internal Audit staff involved in the investigation, will attend any subsequent disciplinary hearing as a witness, if requested. Where the disciplinary process concludes that the employee’s actions are deemed to be gross misconduct, the employee can be summarily dismissed with no entitlement to notice. 7.3 If there is evidence to support involvement in an alleged criminal offence, the Chief Officer (Audit and Risk) will make the decision to refer the case to Police Scotland. Any such decision requires to be approved by the Chief Executive. Where the incident involves a break-in, Services are authorised to contact the Police immediately. 7.4 The Council will seek to recover any financial loss it has suffered through fraudulent or corrupt activity, through means such as salary recovery, court compensation or by pursuing civil action. Any party or person committing fraudulent activity or behaviour against the Council may be subject to relevant measures as available to the Council and other relevant agencies under the law. These may include warnings, recovery of losses through legal action, fines, interest charges and custodial sentences. 8. MEDIA CONTACT 8.1 The Senior Strategic Communications Manager has been designated by the Chief Executive as the appropriate officer to manage all contact with the media to ensure that the release of information is properly co-ordinated. 8.2 No statements relating to actual or alleged fraud, or any ongoing or complete investigations should made to the press or on social media by any member of staff unless through the Senior Strategic Communications Manager, who will liaise with the Chief Executive, Deputy Chief Executive and the Chief Officer (Audit and Risk). Page 411 of 454
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11 9. JOINT WORKING 9.1 The Council participates in the National Fraud Initiative, a comprehensive data matching exercise between public bodies to highlight potential frauds and errors. Internal Audit plan and co-ordinate the submission of data and investigation of matches identified. 9.2 The Council is an active member of the National Anti-Fraud Network (NAFN) and the Scottish Local Authority Investigator’s Group (SLAIG) and liaises closely with other public sector bodies and fraud professionals to raise awareness of the risk of fraud and share information, knowledge and good practice regarding common fraud risks. 9.3 The Council, where appropriate, provides information to other public bodies which has been requested under Schedule 2 part 1(2) of the Data Protection Act 2018 to assist in the prevention and detection of crime. The Chief Officer (Legal, Democratic and Strategy) co-ordinates this process and maintains a log of all requests received, together with appropriate documentation. 10. FRAUD TRAINING AND AWARENESS 10.1 Training on Fraud Awareness in Local Government is available to all staff as an e- Learning module. The content of this training has been updated to reflect the requirements of ECCTA. 10.2 Internal Audit will undertake exercises to raise fraud awareness amongst Council employees on a periodic basis, including the communication of the Corporate Fraud Policy. 11. CONCLUSION 11.1 The Council recognises the importance of making best use of public resources and of demonstrating high standards of corporate governance. The Council takes a zero- tolerance approach to fraud, and all cases of actual and suspected fraud will be vigorously and promptly investigated, with appropriate action taken. 11.2 The policy will be scheduled for review every two years and may be updated within this timescale to reflect any required amendments or changes to legislation. Page 412 of 454
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12 APPENDIX A – DEFINITIONS OF FRAUD Bribery A bribe is an offer, promise, gift or receipt of a financial or other advantage, designed to induce another person to act improperly in the performance of their functions, to reward them for acting improperly or where the recipient would act improperly by accepting. A person acts improperly where they act illegally, unethically, contrary to an expectation of good faith or impartiality, or where they abuse a position of trust. The improper acts may be in relation to any business or professional activities, public functions, acts in the course of employment, or other activities by, or on behalf of, any organisation of any kind. Corruption Corruption is the abuse of entrusted power or position for personal gain. Money Laundering Money laundering is the process by which criminally obtained money or other criminal property is exchanged for ‘clean’ money or other assets with no obvious link to their criminal origins. The aim of this activity is to legitimise the possession of such monies through circulation, and this effectively leads to ‘clean’ funds being received in exchange. Insider Threat Insider threat is a perceived threat to an organisation that comes from people within the organisation who have inside information concerning the organisation’s security practices, data and computer systems. The threat may involve fraud, theft of confidential or commercially valuable information, theft of intellectual property or sabotage of computer systems. Serious Organised Crime Serious organised crime (SOC) refers to criminal activity that is planned, co-ordinated and committed by individuals or groups. The motivation for these crimes is often financial gain. Examples of SOC include money laundering, fraud, bribery and corruption, cyber- crime, illegal firearms, illegal drugs, child sexual exploitation, modern slavery and human trafficking. Tax Evasion The Criminal Finances Act 2017 created two new corporate criminal offences in relation to the failure to prevent facilitation of UK and of foreign tax evasion. Tax evasion is defined as the deliberate and dishonest evasion of tax or knowingly taking steps to facilitate another person to evade tax. The Council would be guilty of an offence if a person commits a UK tax evasion facilitation offence when acting in the capacity of a person associated with the Council. Page 413 of 454
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13 APPENDIX B – EXAMPLES OF FRAUD RISKS FOR COUNCIL SERVICES Payroll False employees; fraudulent overtime claims or expenses Employees Misappropriation of money, equipment, expenses; time recording irregularities; undeclared conflicts of interest Tenancy Fraudulent applications for housing/successions of tenancy; subletting of properties Benefits Fraudulent applications; failure to declare sources of income or capital; failure to declare changes of circumstances (DWP responsible for benefit fraud) Council tax Fraudulent applications for discounts and exemptions or council tax support Business rates Fraudulent applications for exemptions and reliefs; unlisted properties Procurement Tendering issues including conflicts of interest, collusion, disclosure of sensitive information; attempting to influence Council processes and/or decision-making Payment of creditors False invoices, inappropriate changes of bank details; double invoicing Social care fraud Overstatement of needs through false declaration; multiple claims across authorities; third party financial abuse by carer, family or organisations; posthumous continuation of claims; including personal budgets Schools Theft of monies Identity fraud False identity/fictitious persons applying for services/ payments Blue badges Use of counterfeit/altered badges; use when disabled person is not in the vehicle; use of deceased person’s badge; corporate badges being misused by employees Grants Fraudulent claims; work not carried out; funds diverted; ineligibility not declared Cyber crime A range of fraud types resulting in diversion of funds, creation of false applications for services and payments Insurance Fraud False claims, including slips and trips Concessionary travel Use of concession by ineligible person Immigration False entitlement to services and payments, sham marriages Tax evasion Failing to identify workers/contractors that should be paid via payroll (IR35), failure to deduct income tax at the correct rate, Construction Industry Scheme – suppliers submitting artificially low labour breakdown on their invoices to avoid tax being deducted on labour element Page 414 of 454
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14 APPENDIX C – LIST OF RELATED DOCUMENTS The following list of documents includes other existing policies, procedures and guidance notes which touch upon issues which are of relevance, or are closely related, to fraud matters. The list is not exhaustive and will be subject to periodic update without requiring a formal review of this policy. • Scheme of Delegation • Contract Standing Orders • Financial Regulations • Public Interest Disclosures Policy (Whistleblowing) • Discipline Policy • Chief Officers’ Code of Conduct • Employees’ Code of Conduct • Acceptable Use of ICT Policy • Information Security Policy • Policy and Procedure on Directed Surveillance, Use of Covert Human Intelligence Sources and Obtaining Communications Data • Procurement Journey Route maps and tender toolkit Page 415 of 454
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North Lanarkshire Council Report Policy and Strategy Committee Does this report require to be approved? ☒ Yes ☐ No Ref GT/VR Date 19/03/26 Strategic Capital Investment Programme 2024/25 to 2028/29 - Profile From Andrew McPherson, Depute Chief Executive E-mail McPhersonA@northlan.gov.uk Telephone 07583 010692 Executive Summary This report provides an annual update on the Council’s Strategic Capital Investment Programme including an update on available resources and expected profile of expenditure of the remainder of the current five-year capital planning period from 2024/25 to 2028/29. The report highlights record levels of capital investment of £880.942m over the five-year period as the Council continues the delivery of its long-term place shaping transformation of North Lanarkshire’s towns and communities. Alongside record levels of investment in the Council’s housing provision through the Housing Revenue Account, this represents potential investment of £1.658 billion in North Lanarkshire’s town and communities. Key highlights in the proposed investment programme include: • £347m to continue investment in the Town and Community Hub programme • City Deal investment of £97m, including resources to progress the East Airdrie Link Road project, • £44m investment in the Council’s Economic Regeneration Delivery Plan to support the ongoing transformation of North Lanarkshire’s town centres, including ongoing work to transform Cumbernauld town centre, • £41m key infrastructure investment in bridges, flooding, active travel and road safety improvements, • £19 million investment in the Parks Masterplan, including funding to enable the redevelopment of Strathclyde Park Watersports Centre, • £23 million investment in business and digital systems as the Council continues its digital offering, and • £14 million investment in Community Boards with a key aim of evolving the Council’s approach to facilitating community asset transfers. Recommendations It is recommended that Policy and Strategy Committee: (1) Acknowledges the forecast resources available to fund the capital programme, (2) Approves the 2026/27 Strategic Capital Investment Programme as outlined in Appendix 1, Item 16 Page 417 of 454
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1. Background 1.1. The Council’s capital investment plans are underpinned by the Capital Strategy 2024/25 to 2028/29 that was approved at Policy and Strategy Committee in March 2024. The Capital Strategy aims to create an asset base that meets the aspiration for North Lanarkshire to be the place to Live, Learn, Work, Invest and Visit. 1.2. The Council adopted this strategy in preparing the Council’s Strategic Capital Investment Programme, also approved at Policy and Strategy Committee in March 2024. At that time the programme recognised General Services investment of £659.509 million over the five- year capital planning period to support the Council’s aims for place shaping transformation of North Lanarkshire’s towns and communities. Following an annual update in March 2025 investment increased to a record £856 million for the five-year period. 1.3. The current capital investment plan is aligned to the Plan for North Lanarkshire to 2028/29 through to Programme of Work activities and importantly aligns with the Council’s Corporate Asset Management Plan approved in 2022. 1.4. The capital plan continues to ensure capital investment resources are maximised by levering additional funding through the Council’s transformative Community Investment Fund. 2. Report Updated Forecast Resources 2.1 The updated Strategic Capital Investment Programme has been developed based on the latest estimates of available resources, including government grant, Community Investment Fund and Prudential Borrowing. The following table provides an update on the five-year resource profile: 2.2 The forecast resources of £880.942 million represents an increase of £24.406 million from the capital budget approved by Policy and Strategy Committee in March 2025. (3) Approves the updated profile of the Strategic Capital Investment Programme from 2027/28 to 2028/29 as outlined in Appendix 1, (4) Acknowledges the Trend Based Adjustment applied as detailed in paragraph 2.15, (5) Approves the updated Terms of Reference for the Strategic Capital Delivery Group in Appendix 2. (6) Acknowledges that a new five-year Strategic Capital Investment Programme 2027/28 to 2031/32 will be brought to Policy and Strategy Committee in December 2026 for consideration. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Programme of Work Statutory / corporate / service requirement Page 418 of 454
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General Capital Grant 2.3 The General Capital Grant for 2026/27 has been updated to reflect the confirmed Core General Capital Grant of £23.923 million which represents an increase from previously assumed figures of £5.851 million. In addition, both the 2024/25 and 2025/26 additional capital grant was provided following the Scottish Government’s decision to replace £20.000 million (each year) of Council General Revenue Grant with Capital Grant to support the pay award. This additional capital funding reduced the need for borrowing within the capital programme. External Income Specific Grants 2.4 Since the 2025 update to the capital investment strategy, additional External Funding has been accounted for of £18.555 million bringing the total external capital funding in support of the Council’s capital programme forecast to £90.306 million over the five-year period. This is largely reflective of City Deal Grant and known Scottish Government grant contributions for areas such as Vacant and Derelict Land Fund, Regeneration Capital Grant Fund and Placed Based Investment Programme. As well as accounting for developer contributions of £7.640 million reflecting planning obligations linked to new developments which can support, for example, education infrastructure, play areas, road infrastructure etc. depending on the legal agreement with the developer. Community Investment Fund 2.5 The annual Community Investment Fund update was presented to Policy and Strategy Committee in December 2025 highlighting a slight decrease in resources of £13.247 million over the revised 10-year period to 2033/34. Given the change in assumption is immaterial over the ten-year period and recognising increases in both External Funding and Government Grant, combined with a trend to levels of slippage within the programme, no resource adjustment has been made for this. This will however continue to be subject to annual review with amendments made in future programmes as required. 2.6 A key part of the Community Investment Fund modelling is the requirement to complete an annual review of the assumptions and projections. Each review has been presented to Policy and Strategy Committee and in the event that the assumptions change significantly this would be considered by the Council’s Strategic Capital Delivery Group (SCDG) in line with its Terms of Reference and ensuring ongoing compliance with the principles of the Council’s Capital Strategy. 2.7 The annual review includes a sensitivity analysis indicating the impact of a significant changes in assumptions linked to decisions of the Council to earmark Council Tax Funding Profile Year 1 Year 2 Year 3 Year 4 Year 5 5 Year Total 2024/25 2025/26 2026/27 2027/28 2028/29 £000 £000 £000 £000 £000 £000 Core General Capital Grant (GCG) 23,350 27,637 23,923 21,334 20,254 116,498 Capital Grant in Lieu of Revenue Grant 20,000 20,000 0 0 0 40,000 Capital receipts 6,288 3,375 3,375 3,375 337 16,750 Residual Pension Cost Underspends 21,375 23,416 0 0 0 44,791 Service Concession One-Off Benefit 0 0 0 22,400 22,400 44,800 Council Borrowing (inc. Community Investment Fund) 24,297 80,796 83,258 108,447 230,999 527,797 External Income Specific Grants 23,739 26,734 10,908 22,027 6,898 90,306 Total Funding 119,049 181,958 121,465 177,583 280,887 880,942 Page 419 of 454
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increases to support the Community Investment Fund, the wider economic climate including any impacts on house building and cost of borrowing assumptions. The next scheduled update will be presented to Policy and Strategy Committee later in 2026. Capital Receipts 2.8 Projected capital receipts of £16.750 million have been included in the programme based on the current estimates of likely future receipts from asset sales. Capital receipts can be significantly influenced by external market factors so, like all areas of capital resources, this will be kept under continual review. Residual Pension Cost Underspends 2.9 The programme continues to reflect the application of one-off resources totalling £44.791 million from the cost reductions associated with Strathclyde Pension Fund employer contributions to augment the capital programme and the Town and Community Hub programme as approved by Council in February 2024. Service Concessions 2.10 Assumptions of applying the one of benefit arising from the change in accounting treatment of existing service concession arrangements remain unchanged. One off Investment 2.11 As part of the 2026/27 Budget setting in February 2026, £10 million was allocated from reserves to support one off investment, some of which will be specifically allocated for capital purposes. Services are currently finalising their spending profiles for this funding and will be incorporated into the first financial monitoring reports for 2026/27 presented at committee cycle 3. Strategic Capital Investment Programme 2.12 The following table outlines the updated programme phasing over the current five-year capital planning period per service area: Page 420 of 454
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2.13 This programme delivers significant ongoing capital investment in North Lanarkshire’s communities which will support the Council’s ambitions for place making transformation while supporting the creation and maintenance of jobs in the local economy. It should be noted that modelling is based on the continuation of 2% ring fencing of Council Tax increases in 2027/28 for allocation to the Community Investment Fund which follows a similar approach delivered as part of the 2026/27 budget setting process. This will be subject to annual review as part of the Revenue Budget setting process. 2.14 In line with the SCDG Terms of Reference, the programme outlined above and in Appendix 1 will remain under continual review as the programme evolves and will continue to be reported for approval at Policy and Strategy Committee in Cycle 1 each year to ensure that the programme continues to reflect any changes in priorities and / or changes in the resources available. 2.15 A 10% Trend-Based Adjustment has been applied to reflect historic profiling challenges in delivering major capital projects, often caused by procurement challenges, contractor issues, and site conditions. This adjustment provides a more realistic forecast for the Treasury Management Strategy and informs the Council’s borrowing needs. While the full programme investment is approved, this reduction will be applied at theme level during monitoring to recognise the practical programming challenges inherent in the delivery of some projects. Future Years 2.16 Committee has previously been informed of risks associated with expenditure requirements out with the current five-year capital planning period to 2028/29. These include commitments for the City Deal programme in areas such as the East Airdrie Link Road. 2.17 In planning for these future commitments, Committee should be aware that they may limit scope for other capital investment priorities or may require re-prioritisation of projects. In addition, this may create additional recurring revenue consequences. These potential Expenditure Profile Year 1 Year 2 Year 3 Year 4 Year 5 5 Year Total 2024/25 2025/26 2026/27 2027/28 2028/29 £000 £000 £000 £000 £000 £000 Assets and Procurement 24,481 29,781 33,508 46,055 20,032 153,857 Town and Community Hubs 38,449 78,773 49,493 12,648 167,432 346,794 Community Operations 23,800 32,222 32,153 28,822 18,657 135,654 Place 24,888 31,901 22,697 80,576 27,316 187,378 Housing and Communities 1,789 2,251 4,517 2,850 3,070 14,477 Total Enterprise and Communities 113,407 174,927 142,368 170,952 236,507 838,161 Adult Social Care 2,007 2,364 1,994 2,303 2,303 10,971 Chief Executives (Finance & Technology) 3,635 4,666 7,468 4,328 3,057 23,155 Corporate Contingency 0 0 0 0 8,655 8,655 Trend Based Adjustment 0 0 (15,183) 0 15,183 0 Total Expenditure 119,049 181,958 136,648 177,583 265,704 880,942 Project / Theme Page 421 of 454
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consequences will be monitored through the SCDG and, if appropriate, factored into the Council’s Medium Term Financial Plan. 2.18 As agreed during the 2026/27 revenue budget setting process, a new five-year Capital Programme for 2027/28 to 2031/32 will now be developed. Officers will commence preparation of the programme for consideration by the Policy and Strategy Committee in December 2026. The programme will incorporate proposals for the additional £32.122 million of capital funding approved as part of the revenue budget decisions. Housing Revenue Account Capital Programme 2.19 While this report focuses on the Council’s General Fund capital programme, Committee should be aware of the record levels of forecast investment in the Council’s current and future housing stock. Over the same 2024/25 to 2028/29 period the HRA’s 30-year business plan assumption includes forecast investment of £777 million across the mainstream programme and new supply programme. This represents the current planning assumption while recognising that it continues to be subject to agreement on future investment targets and funding from rental increases. 2.20 Combining the updated General Fund Strategic Capital Investment Programme with forecast investment in the Housing Revenue Account means that the Council currently forecasts total Community Investment of £1.658 billion within this five-year period. Capital Strategy 2.21 In accordance with Prudential Code requirements, the Council carries out ongoing reviews of the Capital Strategy. The most recent Capital Strategy to 2028/29 was approved at Policy and Strategy Committee in March 2024. At this stage no changes are required to the strategy. Review of Strategic Capital Delivery Group Terms of Reference 2.22 Following a change to the Council’s senior management team structure as outlined in the ‘Realising North Lanarkshire as the place to live, learn, work, invest, and visit’ report to Policy and Strategy Committee in December 2025, the SCDG has reviewed its Terms of Reference. 2.23 The changes are summarised as follows: • Updated membership to reflect senior management team changes, • Provision of clarity around eligibility and approval of use of the Corporate Capital Contingency as approved by the SCDG 2.24 Committee is asked to approve the revised Terms of Reference. 3. Measures of success 3.1 The SCDG will continue to monitor the financial performance and operational delivery of the strategic capital investment programme to ensure completion of the programme in line with available resources. Page 422 of 454
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4. Supporting documentation 4.1 Appendix 1 Strategic Capital Investment Programme 2024/25 to 2028/29 – Detailed Service Profile. 4.2 Appendix 2 Strategic Capital Delivery Group – Terms of Reference and Governance Framework Greg Telfer Chief Officer (Finance and Technology) Page 423 of 454
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The financial impacts are outlined within the report. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ Page 424 of 454
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5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Through SCDG the Council will be managing ongoing risks associated with the strategic capital investment programme, including but not limited to: • Failure to spend in-year capital grant which may result in any unspent portion being returned to the Scottish Government. However, given the significant level of Community Investment Fund investment this risk is currently deemed to be low. • Project delays and programme issues that impact on the delivery of the programme and result in increased costs or reduced outcomes. These risks will be managed through individual project governance arrangements with oversight provided by SCDG. • Commitments beyond the current 5-year cycle will continue to be monitored and refined with updated funding strategies and incorporated into the Council’s established medium term financial planning processes. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Page 425 of 454
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5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 426 of 454
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Strategic Capital Investment Programme 2024/25 - 2028/29 - Detailed Service Profile Appendix 1 Year 1 Year 2 Year 3 Year 4 Year 5 Total 2024/25 2025/26 2026/27 2027/28 2028/29 £ £ £ £ £ £ Assets and Procurement Maintaining Existing Assets (windows, re-roofing, re-wiring and condition survey works for the Council's building assets) 6,978,815 8,204,307 7,782,187 10,254,434 4,986,925 38,206,668 Maintaining Existing Assets (Targeted Investment per Budget Decision February 2025) - 4,957,184 10,580,477 19,655,000 9,463,847 44,656,508 Carbon Management 1,466,951 1,554,477 433,513 798,560 388,982 4,642,483 Office Rationalisation 2,818,958 1,065,718 4,104,139 5,602,998 800,000 14,391,813 Health & wellbeing and Digital Classrooms 153,735 150,759 150,000 150,000 92,534 697,028 Rationalisation including ASN & Social Work 3,894,601 5,563,855 1,000,000 - - 10,458,456 Curriculum Development 328,144 555,908 955,000 223,632 258,103 2,320,787 Sustainable Estate 1,513,969 902,148 1,030,734 3,104,059 1,000,000 7,550,910 Outdoor Education and Outdoor Spaces 3,929,363 603,870 400,000 200,000 24,000 5,157,233 Future Capital Receipts Investment 484,046 957,879 586,284 596,926 557,834 3,182,969 Design Fees 1,641,980 1,773,185 1,928,284 1,984,465 1,519,009 8,846,923 1140 Early Learning and Childcare Expansion 682,004 162,000 - - - 844,004 Water Quality 78,843 113,653 95,000 110,000 105,000 502,496 Demolitions / RAAC Repairs 509,587 3,215,616 4,462,797 3,375,000 835,842 12,398,842 Sub-Total Assets and Procurement 24,480,996 29,780,559 33,508,415 46,055,074 20,032,076 153,857,120 Town and Community Hubs Town and Community Hubs 38,448,593 78,772,579 49,492,718 12,648,113 167,432,010 346,794,013 Sub Total Town and Community Hubs 38,448,593 78,772,579 49,492,718 12,648,113 167,432,010 346,794,013 Community Operations Operational and Infrastructure Development 8,507,070 7,213,833 7,300,304 6,811,440 2,210,951 32,043,598 Greenspace and Cemeteries 2,878,779 3,704,153 2,918,957 3,958,749 3,819,483 17,280,121 Greenspace Climate Resilience and Wellbeing 635,488 912,893 97,750 97,750 97,750 1,841,631 Parks Master Plan (including Strathclyde Park Watersports Centre Redevelopment) 1,149,231 1,901,709 9,012,729 6,283,567 782,634 19,129,870 Roads and Street Lighting/Asset Mgt 10,275,977 17,711,140 12,178,910 11,142,321 11,218,546 62,526,894 Contaminated Land and Resilience 353,610 777,922 644,210 528,663 527,644 2,832,049 Sub-Total Community Operations 23,800,155 32,221,650 32,152,860 28,822,490 18,657,008 135,654,163 Place Economic Regeneration (including investment in town centre regeneration and business and industrial infrastructure) 8,882,681 9,911,736 6,548,529 6,872,371 11,624,744 43,840,061 City Deal 6,166,532 6,964,191 9,508,285 66,256,254 7,911,495 96,806,757 Enterprise Projects 980,498 1,022,804 750,000 1,333,000 1,333,000 5,419,302 Infrastructure and Transportation improvements (including investment in bridges, reservoirs, flood risk mitigation and road safety improvements) 8,858,586 14,002,522 5,890,378 6,114,358 6,446,501 41,312,345 Sub-Total Place 24,888,297 31,901,253 22,697,192 80,575,983 27,315,740 187,378,465 Project / Theme Page 427 of 454
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Strategic Capital Investment Programme 2024/25 - 2028/29 - Detailed Service Profile Appendix 1 Year 1 Year 2 Year 3 Year 4 Year 5 Total 2024/25 2025/26 2026/27 2027/28 2028/29 £ £ £ £ £ £ Housing and Communities Community Board Project Investment Fund 1,789,202 2,251,070 4,516,971 2,850,000 3,070,000 14,477,243 Sub-Total Housing Management and Communities 1,789,202 2,251,070 4,516,971 2,850,000 3,070,000 14,477,243 Total Enterprise and Communities 113,407,243 174,927,111 142,368,156 170,951,660 236,506,834 838,161,004 Adult Social Care Equipment and Adaptations 2,006,851 2,364,472 1,994,077 2,302,962 2,302,961 10,971,323 Total Adult Social Care 2,006,851 2,364,472 1,994,077 2,302,962 2,302,961 10,971,323 Chief Executives (Finance & Technology) Line of Business (LOB) System Portfolio 359,178 1,819,326 5,765,014 2,971,250 1,886,125 12,800,893 End User Device (EUD) Refresh 1,614,280 845,656 729,319 1,042,098 965,760 5,197,113 Digitisation & Innovation 1,661,730 2,001,061 974,000 315,140 205,000 5,156,931 Total Finance & Technology 3,635,188 4,666,043 7,468,333 4,328,488 3,056,885 23,154,937 Corporate Contingency Contingency - - - - 8,654,566 8,654,566 Sub-Total Contingency - - - - 8,654,566 8,654,566 Trend Based Adjustment (10%) (15,183,057) 15,183,057 0 TOTAL GENERAL SERVICES CAPITAL PROGRAMME 119,049,282 181,957,626 136,647,509 177,583,110 265,704,303 880,941,830 HRA Mainstream Investment 59,351,000 83,730,000 87,923,000 101,512,000 106,340,000 438,856,000 HRA New Supply Investment (Indicative) 44,487,000 53,916,000 86,612,000 70,263,000 83,452,000 338,730,000 TOTAL HRA CAPITAL INVESTMENT (INDICATIVE) 103,838,000 137,646,000 174,535,000 171,775,000 189,792,000 777,586,000 TOTAL COMMUNITY INVESTMENT 222,887,282 319,603,626 311,182,509 349,358,110 455,496,303 1,658,527,830 Project / Theme Page 428 of 454
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Appendix 2 STRATEGIC CAPITAL DELIVERY GROUP TERMS OF REFERENCE & GOVERNANCE FRAMEWORK 1. ROLE The Strategic Capital Delivery Group (the Group) is a working group convened of senior officers. The Group advises elected members in terms of capital allocation and project approval and has responsibility for the strategic management of the capital programmes, including the realignment of resources to facilitate the effective delivery of the Council’s Strategic Capital Investment Programme, including: • General Services Core Investment Programme (including Town and Community Hub delivery) • HRA Mainstream Investment Programme • HRA New Supply Programme The Group makes recommendations on and amendments to the approved capital programmes, as required, with any amendments reported to Committees in line with the financial regulations and the agreed limits, as outlined in the Terms of Reference & Strategic Framework. 1.1 Chair The Depute Chief Executive will act as Chair of the Group, with the Chief Officer (Finance & Technology) as Depute. 1.2 Group objectives • Monitor the Council’s Strategic Capital Investment Programme, including performance against delivery aims and objectives; • Advise Elected Members on capital allocations and project approval, making recommendations on and amendments to the approved capital programme; • Ensure the proper alignment of capital resources to allow for effective delivery of the programmes; • Monitor expenditure projections against budgets and available resources, revising these where necessary, subject to the limits set out in Section 4 – Authority; • Ensure robust governance arrangements around the delivery, monitoring and reporting of capital programmes; • Monitor outputs and outcomes delivered by capital programmes against planned outputs and outcomes with services to report exceptions and remedial actions to the Group; • Consider the quarterly capital monitoring report to Finance and Resources Committee to ensure appropriate actions are agreed for review by Elected Members; • Ensure Participatory Budgeting principles are embedded in key capital investment decisions of the Council; Page 429 of 454
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• Arrange and undertake training/awareness sessions as required to reinforce skills/knowledge across the Council in respect of capital monitoring and capital financing; • Ensure all decisions made by the Group are Intra Vires and in line with The Plan for North Lanarkshire. 2. MEMBERSHIP 2.1 Membership Membership to include: Depute Chief Executive (Chair) Chief Officer (Finance and Technology) Chief Officer (Assets and Procurement) Chief Officer (Place) Chief Officer (Housing and Communities) Chief Officer (Education) Chief Officer (Community Operations) Chief Officer (Planning, Performance and Quality Assurance) Business Finance Manager (Resources Solutions) Membership of the Group reflects the composition of the capital programmes and ensures the fair representation of Council services responsible for investment in all Council assets. Substitutes in the event of a core member’s unavailability are acceptable but must be from the SCDG maintained list of agreed substitute officers. The Finance Manager (Treasury, Capital and Controls) and Finance Manager (Assets & Procurement and Community Operations) will attend as key advisors to the Group. The Group must make decisions on a corporate basis, in line with The Plan for North Lanarkshire, Financial Strategy, Financial Regulations and other relevant plans and policies. In the event that the Council structure changes the membership will be aligned to the new structure, unless membership is formally changed by the Policy and Strategy Committee. 2.2 Attendance Where group members are unable to attend meetings, nominated deputies should attend. Group membership should be representative of the Council services, with members acting in an independent manner. Quorum is achieved with 70% attendance (including substitutes). In the event that a meeting is not quorate, the Group is required to reconvene. Officers and external parties may be invited to attend meetings of the Group to provide information/ support and to answer questions in respect of the Council’s capital programmes. 3. PROCEDURES 3.1 Meeting Frequency The Group will meet, as a minimum, quarterly, prior to each cycle of Policy and Strategy Committee. Page 430 of 454
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3.2 Administration Administrative support will be arranged by the Chair to coordinate and distribute agendas, minutes and meeting papers. Records of all minutes, decisions and actions will be maintained. 3.3 Submissions and Reports Group members may make submissions to the Group. Submissions and progress reports should reach the nominated administrative support no later than five working days before each meeting. Urgent matters may be submitted later than this deadline, but only with the approval of the Chair. 3.4 Agendas and Papers Agendas will be prepared and distributed to Group members with supporting papers at least three working days before each meeting. 3.5 Minutes Minutes will be taken of meetings and will be distributed in draft via email within five working days of the Group meeting. Minutes will be approved by the Group at the following meeting. 3.6 Responsibility for Actions and Communication Group members shall ensure that any decisions relevant to their Service are actioned by relevant officers. Responsibility for actions within minutes will be recorded in an updated work plan as per the outcome of the meeting. The Depute Chief Executive and Chief Officers shall refer Group decisions to individual Service Committees for approval or noting, in accordance with agreed limits outlined in Section 4 – Approvals below, and will advise the Group of outcomes and decisions made by Committee. 3.7 Special Meetings Special meetings of the Group may be called at the discretion of the Chair. As far as possible, normal procedures will be followed. 4. AUTHORITY 4.1 Resources The Capital Programmes are based on estimates of future investment targets funded by a combination of Scottish Government Grants, capital receipts, CFCR and prudential borrowing, including Community Investment Fund. When confirmation of investment targets are reviewed or amendments to resources are known, the Group will give consideration to adjusting the Programme accordingly. Recommendations for a revised programme, based on the actual level of resources will subsequently be referred to Policy and Strategy Committee for approval annually. 4.2 Virement & Re-profiling 4.2.1 General Fund Capital Programme In the event the Group agrees a virement between approved Project / Thematic Categories, this will be up to a maximum of £500,000. Virements above this value require the approval of the Individual Service Committee (if they remain within Service- headings), or the Finance and Resources Committee if the virement is across Services. Page 431 of 454
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4.2.2 Housing Capital Programmes The Group has the authority to redirect resources across the following Thematic Categories. These virements should be reported to the Housing Committee: • Estate Regeneration • Energy Efficiency • Major Repairs • Internal Upgrading • Tower Strategy • Community Care • Fees/Miscellaneous • New Build • Council Buy Back Schemes The Group has the authority to agree virements up to £1,000,000, virements in excess of this amount will be reported to the Finance and Resources Committee for noting. Virements above this value require the approval of the Housing Committee. 4.3 Re-profiling of Capital Allocations The Group has authority to re-profile capital allocations within Project / Thematic Categories up to a maximum of £10,000,000 to and from future years of the Programme to ensure effective delivery over the 5 year timeframe, provided this can be managed within the overall annual budgeted resources (i.e. does not create additional unbudgeted borrowing costs). This will be reported to appropriate Service Committees, and Finance and Resources Committee for noting. 4.4 Emerging Priorities Protocol In the event that an unfunded burden is identified, reference should be made to the agreed Emerging Priorities Protocol as detailed at Appendix 1. Emergency works outwith the approved Programme should be referred to the Chair who will consult with the Chief Officer (Finance and Technology) in seeking approval to proceed and this decision then reported to the Group at the next scheduled meeting. 4.5 Corporate Capital Contingency Where the emerging priorities protocol is unable to resolve the funding issues arising, or where there is an emergency, a request for the use of the corporate contingency can be made. Appendix 2 sets out the requirements for accessing the fund. 4.6 Monitoring Individual Service Committee reports will provide monitoring information showing the appropriate level of detail, predominately in line with the project / theme groupings as laid out within the agreed Strategic Capital Investment Programme or alternatively in accordance with the appropriate project groupings within the Housing Capital Programme. Whilst individual budget holders have responsibility for reporting variances and ensuring compliance with Financial Regulations and General Contract Standing Orders, overall responsibility for financial management lies with the Chief Officer (Finance and Technology). Therefore, Finance staff must be provided with information for individual projects to allow for effective financial monitoring. In addition to financial information, services are expected to monitor achievement of programme and project outputs and outcomes. The Strategic Capital Delivery Group will monitor the delivery of these outputs and outcomes on a regular basis culminating in the production of an annual capital delivery report for consideration by the group. Page 432 of 454
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Significant deviation from expected plans will be reported to the group in accordance with the agreed Programme Delivery Dashboard. 4.7 Sub Groups To ensure specific management of resources to advance the Plan for North Lanarkshire and Programme of Work objectives, the Group will establish and delegate authority to either sub-groups or other governance groups (i.e. Projects Boards), as considered necessary, including through the Programme of Work Programme Boards. The sub-groups will have Terms of Reference and Governance Framework established which shall include the requirement to report back to the SCDG. The following is an example of the governance groups created with delegated authority from the Group to manage project delivery, including allocating resources: • Economic Regeneration Delivery Programme (ERDP) Steering Group Delegated responsibility for managing the ERDP capital programme including town centre regeneration and external funding streams such as Vacant and Derelict Land Fund, Town Centre Fund, Place Based Investment Programme and other capital funds supporting economic regeneration. • Town and Community Hub Programme Steering Group Delegated responsibility for managing Town and Community Hub programme delivery including assessment of external funding opportunities from the Scottish Government’s Learning Estate Investment Programme. • City Deal and Ravenscraig Steering Group Delegated responsibility for managing the Council’s City Deal programme including supporting wider City Region objectives. 5. POST PROJECT REVIEWS The Group has oversight of the performance of the Council’s Capital Programmes and may carry out post implementation reviews, in line with the Council’s Project Management guidelines. 6. RISK MANAGEMENT All risks relating to the Programme and to individual projects will be managed in line with the Council’s Risk Management Strategy and in accordance with Project Management guidelines. Page 433 of 454
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Appendix 1 Emerging Priorities Protocol The strategic capital investment programme will inevitably face ongoing demands for scarce resources. These unfunded burdens can happen for a variety of reasons but would normally be linked to the changing scope of already approved projects, the impact of market conditions on the cost of delivering projects or the identification of new projects. This protocol seeks to provide a pathway for services to consider their response to these emerging priorities to ensure there is a consistency in approach across all service areas. Where a service identifies an unfunded burden the following process must be followed (see recording template in Appendix A): 1. Services should assess the emerging priority against the other priorities within their capital investment programme. This should include consideration of the relative risk profile created by the emerging priority and its contribution to the Plan for North Lanarkshire compared to deprioritisation of existing spending plans. To support this assessment of risk and contribution to the Plan for North Lanarkshire, reference should be made to the original capital bid template and the original scoring matrix for the current capital programme as agreed by SCDG. Both of these factors can be found on the SCDG Teams site (links to be inserted). The risk impact section was detailed as follows: Risk Impact Audit Scotland guidance expects effective capital programme management to have robust risk management arrangements in place. This section will support the evaluation of each project and the contribution it makes to the Council’s overall risk management framework. Which corporate or service risks will the project help to mitigate? What risks are inherent in the project? What are the risks of not undertaking the project? How will the project’s risks be managed? 2. In the event that the emerging issue is of a higher priority than existing spending plans, Chief Officers should consider their current five-year allocation to identify scope to realign resources by: a. Removing projects from their programme to fund the emerging burden, Page 434 of 454
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b. Rephasing projects across the five-year programme, or c. Rephasing projects outwith the five-year programme. 3. In the event that the emerging issue cannot be resolved within the Chief Officer’s own remit area, consideration should be given to whether points a. to c. above can be managed within the wider service capital programme in conjunction with the Depute Chief Executive. 4. The outcome of 2. or 3. above may result in the requirement for a virement or reprofiling request which will be considered in line with the SCDG’s Terms of Reference. 5. Where no suitable funding source is identified via steps 1 to 3 above, the Chief Officer should evidence the outcome of their prioritisation assessment in the form of a briefing note to SCDG highlighting the process undertaken and the outcome determined. 6. Thereafter, Chief Officers will be required to complete a Capital Bid Template for the emerging project (see Appendix B). This will ensure the emerging project can be assessed against the same scoring criteria and resourcing methodology deployed when assessing the current Strategic Capital Investment Programme 2024/25 to 2028/29 as approved at Policy and Strategy Committee in March 2024 (see Appendix C). 7. Following receipt of the appropriate Capital Bid Template, SCDG will convene an appropriate evaluation group to score the emerging project. This evaluation group will include the Depute Chief Executive and Chief Officer (Finance) to ensure a degree of consistency with the original scoring. A further Chief Officer will be agreed by SCDG as appropriate and cannot be the Chief Officer submitting the additional project for scrutiny. 8. After scoring, the project will be assessed against the original scoring outcome for the 2024/25 to 2028/29 capital programme. In the event that the project scores below the threshold for funding, no funding can be allocated to the project. Where the project scores above the threshold for funding, those projects with a lower evaluated score will have any uncommitted funding removed to ensure the emerging project can be funded ((subject to appropriate virement approvals). For reference, the lowest scoring projects from the 2024/25 to 2028/29 evaluation process are shown in Appendix D. Page 435 of 454
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Appendix A Emerging Priorities Protocol – Decision Recording Template Stage Action Required Service Assessment 1. Services should assess the emerging priority against the other priorities within their capital investment programme. This should include consideration of the relative risk profile created by the emerging priority and its contribution to the Plan for North Lanarkshire compared to deprioritisation of existing spending plans. To support this assessment of risk and contribution to the Plan for North Lanarkshire, reference should be made to the original capital bid template and the original scoring matrix for the current capital programme as agreed by SCDG Please include details of assessment of relative risk profile here, including linking to the contribution to the Plan for North Lanarkshire. 2. In the event that the emerging issue is of a higher priority than existing spending plans, Chief Officers should consider their current five-year allocation to identify scope to realign resources by: a. Removing projects from their programme to fund the emerging burden, b. Rephasing projects across the five-year programme, or c. Rephasing projects outwith the five-year programme. Please include details of the assessment undertaken on the potential for allocating resources from the existing capital programme i.e. which projects should be removed or rephased. 3. In the event that the emerging issue cannot be resolved within the Chief Officer’s own remit area, consideration should be given to whether points a. to c. above can be managed within the wider service capital programme in conjunction with the Depute Chief Executive. This may lead to a requirement for a virement or reprofiling request in line with the SCDG’s Terms of Reference. Please include details of the assessment undertaken on the potential for allocating resources from the wider service capital programme i.e. which projects should be removed or rephased. Only in the event that these three options have been exhausted for funding an emerging priority should a request for additional funding be made to the Strategic Capital Delivery Group. Any such request will require satisfactory completion of this template and the capital bid template before SCDG will consider further. Page 436 of 454
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Appendix B North Lanarkshire Council Strategic Capital Investment Programme 2024/25 to 2028/29 Capital Bid Template Prepared By: Date: Version Project Title/Theme: Project Ref: Service / Division: Estimated Cost / Project Bid: 1. Objectives Please provide a brief outline of the high level aims and objectives of the project / programme? How should the project be classified (check box)? • Unavoidable Commitment (legally committed or committee approved only) ☐ • Asset Management Plan requirement ☐ • New Investment to support the Programme of Work to 2028 ☐ Rationale for classification: Unavoidable Commitment (Details of legally committed contracts, projects that have already commenced, committee approved etc) Asset Management Plan requirement (Provide details of links to corporate or service asset management plans etc and statutory basis for the project) New investment (Highlight the relevant Programme of Work themes) Page 437 of 454
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2. Financial Summary Timescales: Estimated Start Date Estimated Completion Date Bid Profile Year 1 (24/25) £000 Year 2 (25/26) £000 Year 3 (26/27) £000 Year 4 (27/28) £000 Year 5 (28/29) £000 Total £000 Estimated NLC Capital Investment requirement Estimated External Match Funding Total Please indicate if there’s an expectation that the project will span beyond the current 5-year capital planning cycle: Bid Profile Year 6 (29/30) £000 Year 7 (30/31) £000 Year 8 (31/32) £000 Year 9 (32/33) £000 Year 10 (33/34) £000 Total £000 Estimated NLC Capital Investment requirement Revenue implications associated with capital investment Please outline any one-off or recurring revenue implications associated with proposed capital investment. Where possible quantify the impact and how your service proposes to fund any additional costs: Description of Impact Value (£000) Savings (i.e. reduced energy consumption, income generation) Costs (i.e. additional unbudgeted maintenance costs, increased staffing costs from creation of new facility) Page 438 of 454
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3. Key Deliverables Financial Year Targeted outputs for each financial year (i.e. number of window replacement projects; number of town centre sites regenerated; EUD refresh of estate etc) Outcomes planned / anticipated for each financial year (i.e. impact of projects on overall condition of the school estate; improved occupancy of town centre sites / increased footfall; improved system and network performance / improved business continuity etc) 2024/25 2025/26 2026/27 2027/28 2028/29 Monitoring and evaluation: How will you demonstrate that the objectives, outputs and outcomes outlined above have been achieved / delivered? Page 439 of 454
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4. Risk Impact Audit Scotland guidance expects effective capital programme management to have robust risk management arrangements in place. This section will support the evaluation of each project and the contribution it makes to the Council’s overall risk management framework. Which corporate or service risks will the project help to mitigate? What risks are inherent in the project? What are the risks of not undertaking the project? How will the project’s risks be managed? Page 440 of 454
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5. Programme of Work to 2028 This section will support the assessment of New Investment proposals in support of the Council’s Programme of Work to 2028 Programme of Work to 2028. Programme of Work Contribution the project / programme would make to the Programme of Work (Please provide an idea of the scale of impact on PoW ‘Initial Actions’, ‘Health Check Indicators’ and ‘What will be achieved’ Transforming Places Invest In North Lanarkshire Sustainable Futures Resilient People Brighter Futures Digital NL One Service Page 441 of 454
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6. Public Sector Equality Duty and Fairer Scotland Duty Where the project / programme has an impact as a result of the Public Sector Equality Duty and / or Fairer Scotland Duty please provide a brief summary: PSED and FSD Impact Where there is an impact services should ensure that an assessment has been carried out and published in accordance with the Council’s guidance. 7. Additional information Please provide any additional information that may be relevant. Additional information Page 442 of 454
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Appendix C Scoring and Resource Allocation Methodology Following the submission of capital bids from Services, SCDG members are responsible for scoring the bids. The overriding principle is to ensure that the capital investment plans align closely to the priorities of the Council, with each bid assessed as to how it helps advance these aims. This process also recognises the limits to funding levels available to support the capital investment plans. Unavoidable commitments relating to projects that have commenced or have been committed by Committee decision but are not fully funded within the current capital programme and/or are of strategic importance should be top sliced from the available resources. This also includes an assessment of those projects or elements of projects that must be completed to reduce the risk of service failures on areas such as key digital infrastructure, key bridge infrastructure etc Thereafter capital bids are assessed and prioritised using a weighted scoring model. The key factors and associated weightings are highlighted in the following table: Criteria Score (%) 1. Statutory requirement 20 2. Manages the Council’s risks 20 3. Revenue consequences (high score for delivering savings, low score for increasing cost base) 15 4. Deliverability 15 5. Impact on carbon management 10 6. Contribution to Programme of Work 20 Total 100 Members of SCDG are asked to score each bid against these criteria on a range of 0 to 5, with 0 highlighting no contribution / impact and 5 highlighting maximum contribution / impact. The individual scores are then combined to provide a consolidated score. This consolidated score is converted into a percentage which then allows all projects to be ranked in priority order. Those projects with the highest weighted score are allocated the highest percentage of their overall bid value and conversely if projects scored below the threshold no funding is allocated. Finally, a programme moderation may take place to assess any significant outliers from the previous funding allocations i.e. where funding allocations are significantly reduced or significantly increased. In addition, the final moderation programme may consider whether the funding allocation model would create any situations where the funding available would result in a ‘do not proceed’ dilemma and whether that outcome has any significant impacts on the Council’s key ambitions. Page 443 of 454
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Appendix D Lowest Scoring Bids from Strategic Capital Investment Programme 2024/25 to 2028/29 Service Area Theme Project Name Allocation (£) Percentage Score Assets and Procurement Maintaining Existing Assets DDA Improvement Works 115,000 55% Business and Digital LOB Financial Systems Transformation 340,000 55% Assets and Procurement Maintaining Existing Assets Ground Structural Works 500,000 54% Assets and Procurement Maintaining Existing Assets Community Facilities Condition Survey works 360,000 54% Assets and Procurement Maintaining Existing Assets Condition Survey 82,000 54% Business and Digital LOB ServiceNow ITSM remediation 10,000 53% Assets and Procurement Maintaining Existing Assets Swimming Pools 360,000 53% Place Infrastructure & Transportation Improvements Parking Infrastructure 250,000 53% Community Operations Capitalised Equipment Cemeteries and Parks Capitalised Equipment 100,000 52% Assets and Procurement Outdoor Education and Outdoor Spaces 3G Carpet replacement for end of life education pitches 480,000 52% Assets and Procurement Maintaining Existing Assets Major Maintenance 571,000 52% Business and Digital LOB HRSD 150,000 52% Assets and Procurement Maintaining Existing Assets General 445,570 52% Community Operations Parks and Open Spaces Infrastructure - Parks and Open Spaces 250,000 51% Business and Digital LOB Committee Minutes System Renewal 15,000 51% Assets and Procurement Maintaining Existing Assets Renewal of Catering Equipment 85,000 51% Community Operations Parks and Open Spaces Capitalised Equipment - Parks and Open Spaces 844,740 51% Assets and Procurement Maintaining Existing Assets Condition survey 165,340 51% Assets and Procurement Maintaining Existing Assets Janitorial Equipment 52,500 50% Community Operations Depot Developments New Depot - Wardpark 500,000 50% Assets and Procurement Maintaining Existing Assets Renewal of Building Cleaning Equipment 42,500 50% Assets and Procurement Leisure Service Development General 97,675 50% Business and Digital LOB Itrent 200,000 50% Total 6,016,325 Note: the Service reflects the structures when the capital bids were submitted and may not now be reflective of current service configuration e.g. building cleaning equipment will now be aligned to Community Operations rather than Assets and Procurement. Page 444 of 454
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Appendix 2 Corporate Capital Contingency The five year Capital programme has an inbuilt contingency to allow for unforeseen circumstances. This guidance sets out the requirements for accessing the contingency fund. Eligibility In the first instance all emerging issues should be considered under the SCDG Emerging Priorities Protocol however, instances where the Contingency Fund may be drawn down on should satisfy the following: • Entirely unexpected with an immediate risk to operations, safety, or legal compliance; OR • Inaction would result in significant financial, reputational, or operational failure: AND • No alternative funding available within existing capital budgets. Approval and Reporting Draws on the contingency must be authorised by the Strategic Capital Delivery Group on the recommendation of the Section 95 Officer except in an emergency situation when a draw down may be authorised by the Depute Chief Executive and the Chief Officer (Finance and Technology) as chair and vice chair of the SCDG. Full details must be reported to the SCDG and Finance and Resources Committee thereafter. Documentation and Justification Any use of the contingency fund must be fully documented and justified. The following are required to be provided when requesting authorisation of use of the fund. • Why capital funding is required • In the event of an emergency issue, identification of actions required • Full breakdown of costs • Potential impact i.e. on operations, compliance, service delivery, safety etc. • Actions already taken Monitoring The Service utilising the contingency should continue to report to the SCDG on the status of the project providing an up to date account of action taken and the costs incurred against the original request in line with normal reporting processes. Any significant deviations from the initial request must be fully justified. Any adverse movements of £100,000 or over are subject to further approval from the group. Page 445 of 454
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North Lanarkshire Council Report Policy and Strategy Committee Does this report require to be approved? ☒ Yes ☐ No Ref: CC/BF Date: 19 March 2026 Contract Award for Postal Services From Carolynne Coole, Interim Chief Officer (Strategy and Engagement) E-mail coolemillerc@northlan.gov.uk Telephone: 07583 036009 Executive Summary The council requires provision of a variety of postal services on an ongoing basis to meet its statutory obligations across a range of service areas. Postal services require to be continuously available to the council with no delay or break. The council’s current contracts for postal services are in place until 30 June 2026, however the national collaborative framework used previously expired in June 2025 and was not replaced. Alternative procurement options were considered to create subsequent contracts, however Scotland Excel now plan to tender the postal requirements for several local authorities in an aggregation exercise and has invited the council to join. While it is anticipated that Scotland Excel’s approach will achieve the best value for the council over a longer term, the contract is not yet available until later in 2026. To provide time for Scotland Excel to finalise its procurement and allow the council a future option to join that contract (subject to approval of a future committee), the committee is asked to approve the award of interim contracts to our incumbent suppliers, Royal Mail Group Limited and Critiqom Limited. The interim contracts proposed are for the period 1 July 2026 to 31 December 2026, with the option to extend until 30 June 2027. Based on previous usage and forecasting demand the council’s anticipated aggregate spend across these contracts, (for up to 12 months), would be £1,525,000 exclusive of VAT. The procurement route of the interim contracts would be direct awards made from the Crown Commercial Services Postal Services Framework (“CCS Framework”). Recommendations It is recommended that the Policy and Strategy Committee: (1) Approve interim contract awards, for a period up to 12 months, to: • Royal Mail Group Limited for Physical Mail, contract value £325,000, exclusive of VAT; and, • Critiqom Limited for Hybrid and Scheduled Mail, contract value £1,200,000 exclusive of VAT. (2) Endorse the council’s participation in Scotland Excel’s upcoming aggregated procurement. Item 17 Page 447 of 454
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The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition Statement (25) Ensure intelligent use of data and information to support fully evidence based decision making and future planning Programme of Work Statutory / corporate / service requirement 1. Background 1.1. The council requires provision of a variety of postal services on an ongoing basis to meet its statutory obligations across a range of service areas. Postal services require to be continuously available to the council with no delay or break. 1.2. Committee approved the below contracts in June 2023: • Royal Mail Group Limited for Physical mail services, for the period 1 January 2024 to 30 June 26. • Critiqom Limited for Hybrid, Scheduled Bulk/Planned for the period 1 January 24 to 30 June 26. 1.3. The contracts were procured as on a direct award basis from Scotland’s National Collaborative Framework for Postal Services (“National Framework”). 1.4. The National Framework expired in June 2025. Public bodies were notified that the National Framework was not being replaced but were referred to the Crown Commercial Services Postal Services Framework (“CCS Framework”) as an alternative procurement route. 2. Report 2.1 An internal project team has been reviewing alternative procurement routes and options to arrange new contracts to commence from 1 July 2026, to dovetail with the current contracts ending. 2.2 An option that could have been considered was for the council to undertake an open tender on its own, however it is more beneficial to use an established framework from which the market has already been tested, where the contractors have been evaluated and agreed to service specific terms and conditions, and standard pricing / rate cards with each contractor are set. 2.3 The CCS Framework for postal services is immediately available to all UK public bodies and has been live from 3 October 2023 and is in place until 2 October 2027. It is a multi-lot and multi-contractor framework from which the council can source all its postal requirements, and our incumbent contractors are both on this framework. 2.4 With the National Framework not being renewed, Scotland Excel recently stepped in with a solution, planning to aggregate the postal requirements for multiple local authorities and then undertake a mini competition using the CCS Framework. Scotland Excel is keen for the council to participate in its exercise to boost the volumes in competition and secure the best possible discounted rates. The timelines for Scotland Excel’s procurement however are not finalised and its contract is not expected be ready for the council to use when its current contracts end on 30 June 2026. 2.5 The council can still participate with Scotland Excel, but to allow continuity of service, it requires the council to put in place an interim contract arrangement now. Once the Scotland Page 448 of 454
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Excel contract is ready, a report can be brought to a future committee to provide details and seek approval to use. 2.6 A number of options have been considered including: 2.6.1 Option 1 Open Tender – this would be open to any contractor to compete for our requirements and would allow us to establish the contracts using our own terms and conditions. These tenders would be evaluated using the most economically advantageous scoring model. If a new contractor was the successful tenderer, this would require some time to mobilise. Competition could be negatively impacted, as the key contractors in the marketplace have already tendered to join the CCS Framework and may not participate as it would incur further bid costs. 2.6.2 Option 2 Direct Award – this would allow the council to maintain continuity by contracting to our incumbent contractors without incurring up front switching costs i.e. changing contractor for Hybrid mail services would require changing system and retraining staff. A contract made by Direct Award from the CCS Framework must be based on the rate cards, there is no option to negotiate discounts. 2.6.3 Option 3 Mini Competition – this would seek tenders from all CCS Framework contractors and seek discounts on their rate cards. These tenders would be evaluated using the most economically advantageous scoring model, for which switching costs can be built into the price evaluation. If a new contractor was the successful tenderer, this would require some time to mobilise the contract. 2.6.4 Option 4 Scotland Excel Mini Competition – participate with Scotland Excel, who will fully manage a Mini Competition from the CCS Framework inclusive of the council’s requirements and volumes. Under this option, it would be necessary for the council to make short term arrangements to provide continuity of service until the Scotland Excel contract is finalised. Conclusion / Recommendation 2.7 Over a longer term, Scotland Excel’s Mini Competition would provide the best value for the council based on the larger volumes and economies of scale savings. Until more details of that contract are known, the council must have certainty and therefore secure its own contract to commence 1 July 2026. 2.8 Using Option 2, a Direct Award, committee is asked to approve interim contract awards to our incumbent contractors: • Royal Mail Group Limited for Physical Mail; and • Critiqom Limited for Hybrid and Scheduled Mail. 2.9 These interim contracts would be for the period 1 July 2026 to 31 December 2026, with the option to extend until 30 June 2027, should the Scotland Excel procurement not be ready to implement. 2.10 Based on previous usage and forecasting demand of the council’s anticipated aggregate spend across these contracts (for up to 12 months), are as follows: • Royal Mail Group Limited for Physical Mail, contract value £325,000, exclusive of VAT; and, • Critiqom Limited for Hybrid and Scheduled Mail, contract value £1,200,000 exclusive of VAT. Page 449 of 454
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2.11 Officers from Strategy and Engagement will be responsible for managing the Agreement which will be undertaken in accordance with the contract and supplier management conditions applied within the Agreement. 3 Measures of success 3.1 Appointment of contractors who have the experience and capability to deliver robust postal services which meet the council’s needs. 3.2 Procurement procedure that is compliant with the procurement legislation and internal procedures. 3.3 Best value that is both demonstrable and achieved. 4 Supporting documents 4.1 Appendix 1 Summary of Procurement Procedure Carolynne Coole Interim Chief Officer (Strategy and Engagement) Page 450 of 454
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Estimated costs are based on historic usage. Actual spend will be dependent on the usage of postal services which is determined by the requirements of the business activity across all Service Areas. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☒ No ☐ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☒ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e-mailed to dataprotection@northlan.gov.uk Yes ☒ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Page 451 of 454
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Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☒ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The contractors have submitted a carbon reduction plan as part of their appointment to the framework; this helps customers understand the impact of their operations on the environment. 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex-Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 452 of 454
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Appendix 1 – Summary of Procurement Procedure Contracts Reference NLC-CPT-25-112 NLC-CPT-25-113 Title Provision of Postal Services • Physical Mail Provision of Postal Services • Planned/Hybrid Mail Classification Services Services Competition Governance by Value The Framework terms & conditions, with adherence to the council’s GCSO 13 on Third Party Frameworks Procurement Route Call-off following Direct Award using a Third Party Framework (Multi Contractor Framework) Award Criteria Best Value assessment, in accordance with the Framework Information Comments By utilising a Direct Award, it allows the council to directly engage and contract with appointed framework contractors who have already went through a full competitive procurement procedure where the contractors have been evaluated and agreed to service specific terms and conditions and set their rates. The contract awards are proposed to the council’s incumbent contractors, which ensures there are no switching costs for the council, and it provides continuity without any break in service. Award Details Value £325,000 £1,200,000 Contract Duration 6 months, option to extend by 6 months (6 + 6) 6 months, option to extend by 6 months (6 + 6) Contractor Name Royal Mail Group Limited Critiqom Limited (Trading as Mail Metrics) Contractor Size Large Large Contractor Location London Bellshill Payment of Living Wage? Yes Yes Living Wage Accredited? No Yes Page 453 of 454
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