Agenda Document Pack - Policy and Strategy Committee - 17/09/2026
North Lanarkshire Council · 17 September 2026
Back to Policy and Strategy Committee — 17 September 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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8 September 2026 Members of the Policy and Strategy Committee Chief Executive’s Office Rachel Blair Chief Officer (Legal, Democratic and Strategy) 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, 17 September 2026 at 14:00 PM which you are requested to attend. The agenda of business is attached. Rachel Blair Chief Officer (Legal, Democratic and Strategy) 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 206
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Agenda 1 Declarations of Interest In Terms of the Ethical Standards In Public Life Etc. (Scotland) Act 2000 Minutes 2 Minute of Meeting of Audit and Scrutiny Panel of 25 June 2026 Submit the minute of the Meeting of the Audit and Scrutiny Panel held on 25 June 2026. 7 - 10 3 Minute of Meeting of Audit and Scrutiny Panel of 20 August 2026 Submit the minute of the Meeting of the Audit and Scrutiny Panel held on 20 August 2026. 11 - 16 Operational 4 Delivering the Programme of Work 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. 17 - 54 5 Leadership and Operating Model – Progress Update Submit report by the Chief Officer (Assets and Procurement) providing an update on the implementation of the Leadership and Operating Model transition towards a place-based model for town and community hubs. 55 - 74 6 School Sanitary Accommodation – Update on Legislative Requirements and Feasibility Review Submit report by the Acting Depute Chief Executive providing an overview of the current legislative position, the implications of the Court of Session judgement for the Council, and the programme of feasibility work that is being undertaken across the Council's school estate. 75 - 82 7 Revised Community Ownership and Management of Council-Owned Assets Policy Submit report by the Acting Depute Chief Executive seeking approval of the revised Community Ownership and Management of Council-Owned Assets Policy. 83 - 124 Page 3 of 206
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8 Update on the Review of the Council’s Democratic, Committee, and Decision-Making Governance Procedures Submit report by the Chief Officer (Legal, Democratic and Strategy) providing an update on progress of the review of the Council's Democratic, Committee and Decision-Making governance procedures. 125 - 150 9 Preparations for the 2027–2032 Council Term Submit report by the Chief Officer (Legal, Democratic and Strategy) seeking approval of the arrangements required for the transition to the 2027–2032 Council term. 151 - 162 10 UK Shared Prosperity Fund 2025/26 Submit report by the Chief Officer (Place) presenting the financial position of the programme as at 30 June 2026 and providing an update on the transition to the Local Growth Fund. 163 - 172 11 Ravenscraig Primary School Site Submit report by the Chief Officer (Place) seeking approval to amend the current Ravenscraig Masterplan Section 75 legal agreement to substitute the current allocated school site to a suitable alternative site, to enable to current site to be released for housing development. 173 - 180 12 North Lanarkshire Half Marathon Submit report by the Chief Officer (Community Operations) (1) providing an update on the impact of the North Lanarkshire Half Marathon and; (2) proposing that the half marathon be established as an annual event. 181 - 188 13 Mileage Allowance for Parent and Carer Transport – Children and Young People with Additional Support Needs Submit a report by the Chief Officer (Community Operations) seeking approval of a mileage allowance for Parents and Carers of Children and Young People with Additional Support Needs. 189 - 196 Page 4 of 206
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Contracts 14 Contract Award for Professional Services Development Agreement for Glenboig Community Hub Submit report by the Chief Officer (Assets and Procurement) seeking approval to award a contract for Professional Services Development Agreement for Glenboig Community Hub to Morgan Sindall Construction & Infrastructure Limited. 197 - 206 EXCLUSION OF PUBLIC The Sub-Committee is asked to consider passing the following resolution: "That under Section 50A(4) of the Local Government (Scotland) Act 1973, the public be excluded from the meeting for the following item of business on the grounds that it involves the likely disclosure of exempt information as defined in paragraph 11 of Part 1 of Schedule 7A of the Act". 15 Workforce Update Submit report by the Chief Officer (People Resources) seeking endorsement of the proposed approach in relation to a workforce matter. Page 5 of 206
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AUDIT AND SCRUTINY PANEL – THURSDAY, 25 JUNE 2026 1 Thursday, 25 June 2026 at 10am. A Meeting of the AUDIT AND SCRUTINY PANEL PRESENT Councillor Watson, Convener; Councillor Kelly, Vice Convener; Councillors Hughes, Hume, D. Johnston, Leckie, McCrory, M. McCulloch, McLaren, and Robinson. CHAIR Councillor Watson (Convener) presided. IN ATTENDANCE Chief Officer (Legal, Democratic and Strategy); Chief Officer (Finance and Technology); Audit Manager; Risk Manager; Strategy and Performance Manager; Finance Managers; Accountant; and Democratic Officer. ALSO IN ATTENDANCE Pauline Murray and Rachel Brough-Mitchell, Audit Scotland. APOLOGIES John Boyd, Audit Scotland. 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. INTERNAL AUDIT ANNUAL REPORT AND OPINION 2025/26 2. There was submitted a report by the Chief Officer (Audit and Risk): (1) informing that the Public Sector Internal Audit Standards and the Council’s Internal Audit Charter requires the Chief Officer (Audit and Risk) to provide the Audit and Scrutiny Panel, the Chief Executive, the BMT and the CMT with an annual summary of the work undertaken by Internal Audit and with an annual independent opinion on the Council’s Corporate Governance, Risk Management and Internal Control arrangements; (2) explaining that the report fulfilled that requirement by providing an overview of the activities of the Internal Audit Section for the year 2025/26 and by presenting, attached as Appendix one to the report, the Annual Internal Audit Opinion; and (3) advising that the Annual Opinion was unqualified and that the report offered a reasonable assurance of the Council’s Governance and Internal Control arrangements. During discussion on this matter, a question was asked in respect of which officers committed to respond outwith the meeting:- Councillor Hume requested clarification regarding the impact of the proportionality of the review process outlined in point six of Appendix four. Decided: that the 2025/26 Internal Audit Annual Report and associated Annual Opinion of the Chief Officer (Audit and Risk), be noted. Item 2 Page 7 of 206
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AUDIT AND SCRUTINY PANEL – THURSDAY, 25 JUNE 2026 2 STRATEGIC GOVERNANCE FRAMEWORK – ANNUAL REVIEW AND REFRESH 3. There was submitted a report by the Chief Officer (Legal, Democratic and Strategy): (1) intimating that good governance enables the Council to effectively pursue the ambition set out in The Plan for North Lanarkshire within appropriate controls and the management of risk; (2) attaching in Appendix one to the report, the seven principles, 21 sub principles, and 91 behaviours and actions that demonstrate good governance in practice in line with the national CIPFA Delivering Good Governance in Local Government Framework; and (3) enclosing in Appendix B, within the Strategic Governance Framework, the Council local code of governance review programme. Decided: (1) that the annual review which has been undertaken to refresh the Strategic Governance Framework and ensure each of the elements and mechanisms listed therein (as noted in Appendix B) are up to date, and on a review programme to be updated and reported to the relevant Committee be acknowledged; (2) that the Panel continue to carry out their role in respect of the Strategic Governance Framework in terms of providing independent assurance to the Council and those charged with governance on the adequacy of the Council’s risk management framework and internal control environment; and (3) that the updated Strategic Governance Framework be approved. ANNUAL GOVERNANCE STATEMENT 4. There was submitted a report by the Chief Officer (Legal, Democratic and Strategy): (1) advising that the Annual Governance Statement for 2025/26, attached in Appendix one to the report, outlines the Council’s governance arrangements for the preceding financial year and demonstrates how the Council complies with CIPFA Delivering Good Governance in Local Government: Framework (2016) and supports the Council’s Best Value duty in terms of securing continuous improvement; and (2) intimating that the Annual Governance Statement had been prepared with evidence gathered from 11 different sources of assurance. Councillor Watson, seconded by Councillor Kelly, moved that the Panel agree the recommendations contained within the report. Councillor Robinson, seconded by Councillor D Johnston, moved as an Amendment, to not agree the recommendations contained within the report and continue the report to a future meeting of the Panel. Thereon, in terms of Standing Order 39, the vote was taken by calling the roll. On the roll being called, six Members voted for the Motion, as follows: Councillors Kelly, Leckie, M McCulloch, McLaren, McCrory, and Watson. Four Members voted for the Amendment, as follows: Councillors Hughes, Hume, D Johnston and Robinson. Six Members having voted for the Motion, and four Members having voted for the Amendment, the Motion was accordingly declared carried. Page 8 of 206
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AUDIT AND SCRUTINY PANEL – THURSDAY, 25 JUNE 2026 3 Decided: (1) that the Annual Governance Statement for 2025/26 be noted; and (2) that the assurance statement regarding the management of the risk of fraud and corruption as set out in paragraphs 2.7 and 2.8 of the report be included in the Annual Governance Statement for 2025/26. UNAUDITED ANNUAL ACCOUNTS FOR THE YEAR ENDING 31 MARCH 2026 5. There was submitted a report by the Chief Officer (Finance and Technology): (1) informing the Panel that the unaudited accounts for the year ended 31 March 2026 had been completed and would be submitted to Audit Scotland by 30 June 2026 in accordance with the statutory deadline; and (2) attaching, as the Appendix one to the report, the unaudited Annual Accounts for the year ending 31 March 2026. Decided: that the contents of the report and the unaudited Annual Accounts which will be submitted to the External Auditors by 30 June 2026, be acknowledged. Page 9 of 206
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AUDIT AND SCRUTINY PANEL – 20 AUGUST 2026 1 Thursday, 20 August 2026 at 2pm. A Meeting of the AUDIT AND SCRUTINY PANEL PRESENT Councillor Watson, Convener; Councillor Kelly, Vice-Convener; Councillors Hughes, Hume, D. Johnston, Leckie, M. McCulloch, Patton and Robinson. CHAIR Councillor Watson (Convener) presided. IN ATTENDANCE Chief Officer (Audit and Risk); Chief Officer (Legal, Democratic and Strategy); Chief Officer (Community Operations); Acting Chief Officer (Housing and Communities); Chief Officer (Place); Strategy and Performance Manager; Corporate Risk Manager; Audit Manager; Regulatory Services Manager; Manager (Building Standards); Senior Education and Families Manager; Asset Services Manager; Enterprise Manager; Senior Project Manager; Contract Performance and Assurance Manager; Engineering Manager; Trainee Accountant and Democratic Officer. APOLOGY Councillor McLaren. DECLARATIONS OF INTEREST IN TERMS OF THE ETHICAL STANDARDS IN PUBLIC LIFE ETC. (SCOTLAND) ACT 2000 1. There were no declarations of interest. BUILDING STANDARDS PERFORMANCE – RESPONSE TO AUDIT AND SCRUTINY COMMITTEE ENQUIRY 2. There was submitted a report by the Chief Officer (Community Operations): (1) setting out the performance position for Building Standards during 2025/26; (2) outlining the factors which contributed to the 2025/26 performance remaining below target for building warrant indicators; (3) informing of the actions being taken to improve performance and strengthen resilience; and (4) confirming that no additional budget provision or permanent staffing resources are currently being sought. Decided: (1) that the performance position for Building Standards during 2025/26, be acknowledged; (2) that the factors which contributed to performance remaining below target for building warrant indicators, be acknowledged; (3) that the actions being taken to improve performance and strengthen service resilience, be acknowledged; and (4) that it be acknowledged that no additional budget provision or permanent staffing resources are currently being sought and that performance will continue to be monitored through established management arrangements. Item 3 Page 11 of 206
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AUDIT AND SCRUTINY PANEL – 20 AUGUST 2026 2 HOUSING PERFORMANCE UPDATE 3. There was submitted a report by the Acting Chief Officer (Housing and Communities): (1) providing an update on the factors contributing to the Red RAG status for the two performance indicators within the Council’s quarterly performance assurance review report namely: (a) the percentage of anti-social behaviour cases reported in the previous year that were resolved, and (b) the percentage of tenants satisfied with the standard of their home when moving in; (2) outlining the actions being taken to improve performance against the indicators; and (3) providing assurance that future performance reports would include explanatory narrative on the causes of performance issues and the remedial measures being implemented to address them. During discussion on this matter, a question was asked in respect of which officers committed to respond outwith the meeting: “Can further information on the post inspection of void works by contractors be provided?” (Councillor Hume). Decided: (1) that the reasons contributing to the Red RAG status for the two performance indicators, be acknowledged; (2) that the remedial actions being taken to improve performance, be acknowledged; and (3) that the assurance that future performance reports will include narrative explaining the causes of performance issues and the remedial measures being implemented, be acknowledged. ROADS AND INFRASTRUCTURE MAINTENANCE AND IMPROVEMENT SERVICES CONTRACT: ROAD NETWORK CONDITION 4. There was submitted a report by the Chief Officer (Community Operations): (1) providing information in response to concerns raised over the condition of roads across North Lanarkshire including the level of potholes; (2) summarising the latest road network condition data together with a comparison of reactive maintenance data over recent years through the Scottish Road Maintenance Condition Survey Data; (3) highlighting the specific data which shows the levels of enquiries and repairs in relation to potholes over the last four years; and (4) advising of the Roads and Infrastructure Contract’s governance procedures, contract management regime, and escalations in relation to the contractor’s performance during the recent period. During discussion on this matter, a question was asked in respect of which officers committed to respond outwith the meeting: “Can an analysis of the insurance claims submitted due to damage caused by potholes be provided?” (Councillor Robinson). Decided: (1) that the continuing trend in relation to overall road network condition through the Scottish Road Maintenance Condition Survey Data be acknowledged; (2) that the data showing levels of enquiries and repairs in relation to potholes over the last four years, be acknowledged; and (3) that the enhanced contract management regime in place to support the management of the Contract and the escalations undertaken to drive improvement be acknowledged. Page 12 of 206
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AUDIT AND SCRUTINY PANEL – 20 AUGUST 2026 3 BARGEDDIE CROSS ROAD SAFETY JUNCTION IMPROVEMENTS – INTERIM REPORT 5. There was submitted a report by the Chief Officer (Place): (1) providing an update on the delivery of the Bargeddie Cross road safety junction improvement project; (2) setting out the project scope, costs, and reasons for the delays; (3) reporting that the delays had been primarily associated with unforeseen and unavoidable issues in relation to the diversion of buried public utilities; (4) informing of the contractual arrangements for the works and the governance arrangements associated with the Infrastructure Maintenance and Improvement Services contract; and (5) highlighting the improvement actions with respect to the timely provision of updated programmes and the impact on bus arrangements for pupils. Decided: (1) that the information contained in the report be noted; (2) that the delays primarily associated with unforeseen and unavoidable issues in relation to the diversion of buried public utilities be acknowledged; and (3) that the improvement actions with respect to the timely provision of updated programmes by the contractor and closer collaboration between the project team, and the school transport team, be noted. INVESTIGATION: BUSINESS GROWTH GRANTS APPLICATIONS 6. There was submitted a report by the Chief Officer (Audit and Risk): (1) presenting the findings of an Internal Audit investigation into Business Growth Grants Fund claims; (2) advising that the investigation had been undertaken in accordance with the Council’s Corporate Fraud Policy, the Global Internal Audit Standards and the Internal Audit Charter; and (3) setting out the findings, recommendations and management response. During discussion on this matter, a question was asked in respect of which officers committed to respond outwith the meeting: “Can you provide a further explanation in relation to the third grant within Appendix A, and advise of the difference between this grant, and the other grants detailed at one and two of the table?” (Councillor Watson). Decided: that the key findings and conclusions arising from the investigation report be noted. INTERNAL AUDIT: PROGRESS REPORT 7. 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; (2) highlighting the progress of the 2026/27 Internal Audit plan; and (3) providing an update on performance management. Decided: (1) that the content of the Internal Audit reports, together with the associated management responses, be noted; and (2) that further reports be submitted to future meetings of the Panel on the progress in implementing agreed management actions categorised as ‘High’ or ‘Medium’ priority. Page 13 of 206
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AUDIT AND SCRUTINY PANEL – 20 AUGUST 2026 4 INTERNAL AUDIT: FOLLOW-UP IMPLEMENTATION OF AUDIT RECOMMENDATIONS 8. 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 30 June 2026; (2) advising that Internal Audit had concluded that of the 27 actions agreed in response to relevant Internal Audit recommendations during the period, 14 had been fully completed, and of the 13 recommendations that remain outstanding, one has an implementation date which is more than 12 months overdue; (3) explaining that of the 20 actions due in respect of external outputs, 12 had been completed, five had been partially implemented, one is no longer relevant and two were not due yet; (4) advising that since April 2021, 95% of all relevant audit recommendations have been satisfactorily implemented by Services, meaning that only 5% of these audit recommendations remain outstanding; and (5) attaching, in Appendix one to the report, the register of outstanding Internal Audit Recommendations. Decided: that the contents of the report be noted. RISK MANAGEMENT UPDATE 9. 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 during the reporting period; and (2) including a high-level overview of Service Risk Registers, together with a summary of the key considerations of the Risk Management Corporate Working Group. Decided: (1) that the Corporate Risk Register, attached at Appendix one to the report, be noted; (2) that the changes to corporate risk assessments be noted; (3) that the overview of high scoring service level risks, be noted; and (4) that the summary of other risk management developments, be noted. PERFORMANCE REPORTING SCHEDULE – QUARTERLY PERFORMANCE ASSURANCE REVIEW 10. There was submitted a report by the Chief Officer (Legal, Democratic and Strategy): (1) summarising the Council’s performance reports in one composite assurance overview to support the Panel in maintaining strategic oversight and awareness of the Council’s performance reporting arrangements in line with the Panel’s remit to provide “independent review of the Council’s governance, risk management, performance, and control frameworks”; and (2) setting out the outcome from the latest quarterly performance assurance review that has been undertaken on performance reports previously submitted to Council Committees during cycle 2 of 2026, in line with the most recent Performance Reporting Schedule. Decided: that the composite overview of performance reporting provided in Appendices one and two, to maintain awareness of the latest Performance Reporting Schedule be noted. NORTH LANARKSHIRE COUNCIL RESPONSE TO ACCOUNTS COMMISSION FINDINGS ON CYBER RESILIENCE 11. There was submitted a joint report by the Chief Officer (Legal, Democratic and Strategy) and Chief Officer (Finance and Technology): (1) providing details of the Council’s response to the Accounts Commission report arising from the cyber-attack experienced by Comhairle nan Eilean Siar (Western Isles Council); (2) setting out the key sector learning identified by the Accounts Commission, providing Page 14 of 206
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AUDIT AND SCRUTINY PANEL – 20 AUGUST 2026 5 a comparative assessment of the Council’s current cyber resilience posture, and highlighting areas of good practice and opportunities for further strengthening governance, assurance, and preparedness; and (3) advising that cyber resilience, business continuity, and disaster recovery arrangements have been reviewed within the last 12 months and a programme of work continues to ensure that arrangements align with national guidance and recognised standards. Decided: (1) that the key learning from the Accounts Commission report and the comparative assessment of the Council’s current cyber resilience posture be acknowledged; (2) that the review of cyber resilience, business continuity, and disaster recovery arrangements within the last 12 months and the programme of work which continues to ensure that arrangements align with national guidance and recognised standards be acknowledged; (3) that all outstanding internal and external audit recommendations relating to IT, cyber security, business continuity and disaster recovery are subject to clear implementation plans and timescales, with progress reported periodically to the Finance and Resources Committee and the Audit and Scrutiny Panel; (4) that the roles, responsibilities and accountability for cyber governance, including senior officer ownership and member oversight, continue to be reviewed to ensure these remain clear, effective and aligned with good governance practice; (5) that it be acknowledged that a structured programme of cyber incident response, disaster recovery and business continuity testing is in place and lessons learned are incorporated into continuous improvement; and (6) that future assurance reporting includes information on IT capacity, specialist cyber capability, staff cyber-awareness training, resilience of critical systems and progress against audit recommendations. Page 15 of 206
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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 17/09/26 Delivering the Programme of Work - next steps From Des Murray, Chief Executive E-mail murraydes@northlan.gov.uk Executive Summary The Programme of Work has reached a significant stage in its evolution, with many original commitments now completed, embedded within business-as-usual arrangements, or progressing through established delivery programmes. Over the past three years, the Programme of Work has established key foundations for transformation through investment in people, places, infrastructure, sustainability, skills, digital capability, and organisational improvement, with delivery increasingly moving from individual projects and initiatives towards a more integrated and strategic approach. The midpoint review reported to the Policy and Strategy Committee in June 2026 identified opportunities to strengthen resilience, accelerate organisational transformation, and adopt a more integrated council-wide approach to delivery. Following approval of the six new strategic deliverables arising from that review, these have been integrated into existing Programme of Work priorities, while a wider review and realignment exercise has consolidated the existing 96 deliverables into 25 strategic delivery priorities. The revised framework provides a more coherent and strategically aligned approach to delivery, bringing together related activity, reducing duplication, strengthening cross-cutting working, and aligning investment and transformation activity around the council's most significant priorities and opportunities. Progress against the 28 Health Check Indicators demonstrates the positive impact of delivery to date. During the 2024/25 reporting periods, 50% of indicators showed improvement over the lifetime of The Plan for North Lanarkshire. This increased to 57% in September 2025 and 68% in March 2026. While the latest position reflects a decline in one indicator relating to recorded crime, 64% of indicators continue to demonstrate improvement over the lifetime of The Plan for North Lanarkshire, providing evidence of the positive contribution made through delivery of the Programme of Work. A key feature of the revised approach is the integration of One Service and Digital North Lanarkshire as the corporate transformation and enablement framework supporting delivery across Transforming Places, Sustainable Futures, Resilient People, and Brighter Futures. Together, they provide the organisational transformation, workforce development, assurance, performance improvement, digital capability, and innovation required to support delivery of the council's wider ambitions and strengthen a one council approach. The revised framework also recognises the increasing importance of place-based leadership and locally led transformation. By better aligning investment, transformation Item 4 Page 17 of 206
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1. Background 1.1 Since the Policy and Strategy Committee first approved the Programme of Work as the delivery vehicle for The Plan for North Lanarkshire, a regular review process has ensured that it remains current, relevant, and deliverable, enabling delivery to evolve and respond to local priorities and opportunities. 1.2 Regular progress updates have also been reported to Policy and Strategy Committee, supporting effective oversight of key strategic priorities and providing assurance that the Programme of Work continues to deliver against the ambitions set out in The Plan for North Lanarkshire, as demonstrated through improvement in the 28 Health Check Indicators. 1.3 In this respect, Appendix 1 sets out the latest position for the 28 Health Check Indicators used to monitor delivery of The Plan for North Lanarkshire. During the 2024/25 reporting periods, 50% of indicators showed improvement over the lifetime of The Plan for North Lanarkshire. This increased to 57% in September 2025 and 68% in March 2026. While the latest position reflects a decline in one indicator relating to recorded activity, service redesign, and delivery within a single strategic framework, the council is better positioned to shape its own future direction, maximise the impact of its resources, and respond proactively to the opportunities and challenges facing North Lanarkshire. Collectively, the revised strategic delivery priorities provide a clearer focus on prevention, service redesign, organisational transformation, digital enablement, sustainability, economic growth, and community wellbeing, ensuring that the Programme of Work remains aligned to the ambitions of The Plan for North Lanarkshire and positioned to support the next phase of the council's transformation journey. Recommendations It is recommended that the Policy and Strategy Committee: (1) Endorse, in principle, the revised strategic delivery framework comprising the 25 strategic delivery priorities for the Programme of Work (set out in Appendix 2), recognising that these are high-level and indicative at this stage, with further detail to be presented through the finalised Delivery Plan, (2) Note the next steps (as set out in paragraphs 2.10 to 2.12 of this report), including the commitment to present a follow-up report to Policy and Strategy Committee in cycle 4 of 2026, setting out the detailed Programme of Work Delivery Plan, (3) Recognise the significant and sustained role that the Policy and Strategy Committee has played in supporting delivery of The Plan for North Lanarkshire throughout the Programme of Work and the progression of key strategic priorities, (4) 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 18 of 206
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crime, 64% of indicators continue to demonstrate improvement over the lifetime of The Plan for North Lanarkshire, providing evidence of the positive contribution made through delivery of the Programme of Work. Indicator changes since the previous update are summarised below: • Population estimates show a small decline in the latest annual mid-year estimates; however, the overall population remains higher than the baseline recorded at the outset of The Plan for North Lanarkshire. • The school exclusion rate for looked after children has improved from 26.7% to 26.0%. This has also improved North Lanarkshire's relative position nationally, moving from 6th to 2nd best in Scotland. • The proportion of children recorded as having no concerns at their 27 to 30-month review has increased from 81.8% to 82.5%, continuing the positive trend reported previously. • Housing stock across all tenures has increased from 160,073 to 160,894 properties, reflecting continued growth in housing provision across North Lanarkshire. • The position in relation to recorded crime has deteriorated since the previous report. The number of crimes recorded increased from 19,384 in 2024/25 to 20,271 in 2025/26, representing an increase of 4.6%. This has resulted in the indicator moving from green to red and is the first time recorded crime has exceeded 20,000 incidents since 2020/21. 1.4 The outcome of the most recent review of the Programme of Work was reported to the Policy and Strategy Committee in June 2026. This followed a significant midpoint review undertaken to ensure that the Programme of Work remained fit for purpose within an increasingly challenging and rapidly evolving operating environment. The review identified opportunities to strengthen resilience, accelerate transformational change, and adopt a more integrated council-wide approach to delivery, resulting in the approval of six new strategic deliverables for integration into the existing Programme of Work. 1.5 The review also supported implementation of the Council direction for the next phase of the transformation journey, including the redesign of services to maximise effectiveness and efficiency. The integration of the six new strategic deliverables therefore build on and complement existing activity across the Programme of Work, strengthening the focus on prevention, service redesign, and sustainable long-term impact while driving more ambitious, integrated, and cross-cutting transformation across the council. 1.6 With work progressing to integrate the six new strategic deliverables into the existing Programme of Work, a parallel exercise to refresh and realign existing commitments has also been completed. This report presents the resulting updated Programme of Work framework - set out in Appendix 2 - which consolidates and realigns the existing 96 deliverables into 25 strategic delivery priorities, reflects both existing and new priorities, and provides the basis for a more integrated and strategically aligned approach to delivery across the council. 1.7 This report seeks endorsement in principle for the 25 strategic delivery priorities (set out in Appendix 2) as the basis for the detailed Delivery Plan currently being developed for future consideration by the Policy and Strategy Committee in cycle 4 of 2026. 2. Programme of Work deliverables 2.1 Following approval of the six new strategic deliverables in June 2026, these have been Page 19 of 206
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integrated into existing Programme of Work priorities to strengthen areas where further transformational impact, integration, and focus are required. Collectively, they enhance the existing Programme of Work by addressing emerging challenges and opportunities, accelerating cross-cutting change, and introducing new approaches not previously reflected within the Programme of Work. 2.2 Rather than creating additional standalone programmes, these have been incorporated within existing Programme of Work priorities (as noted in the table below) to strengthen integration, maximise alignment, and support a more coherent and joined-up approach to delivery across the council. New strategic deliverable Existing Programme of Work integration 1. Whole family additional support needs hub - to ensure children and young people with additional support needs are given the right start. Integrated within Resilient People and Brighter Futures to strengthen whole family support, inclusive pathways and early intervention, creating a co-ordinated multi-agency approach that improves outcomes, wellbeing, and life chances for children and young people with additional support needs while reducing reliance on specialist placements and strengthening support within local communities. The physical hub development will be delivered through the Transforming Places programme. 2. Curriculum innovation - to disrupt the sector norm and deliver alternative pathways. Integrated within Brighter Futures to support the development of a more flexible, inclusive, and future-focused learning system, aligning education, skills, and workforce development with emerging economic opportunities, improving positive destinations, reducing economic inactivity and strengthening workforce readiness across North Lanarkshire. 3. Preventative public services - to improve health and wellbeing through a single focus. Integrated within Resilient People and supported through One Service to accelerate the shift towards prevention, early intervention, and population wellbeing, aligning services, resources, and investment around whole family support, reducing avoidable demand on public services, improving health and wellbeing, and creating a more sustainable and co-ordinated model of public service delivery. 4. Mid-market rent - to improve housing now, and in the future. Integrated within Transforming Places to complement the wider housing and regeneration programmes by addressing affordability gaps within the housing market, supporting population growth and retention, enabling town centre regeneration, and providing a broader range of sustainable housing options for residents and workers. 5. Connectivity - to deliver smart, enabled service transformation. Integrated within Transforming Places and Resilient People and enabled through Digital North Lanarkshire to improve digital connectivity, support the delivery of connected places and communities, strengthen digital inclusion, enable smart and connected homes, and provide the digital infrastructure required to support modern service delivery, economic growth, and community wellbeing. 6. Artificial intelligence - to drive innovation and be digitally ready and able. Integrated within Digital North Lanarkshire and supported through One Service to accelerate innovation, automation, and organisational transformation, strengthening productivity, decision making, customer experience, and workforce capability while ensuring the council is equipped to respond to future service demands and technological change. 2.3 As noted in the report to the Policy and Strategy Committee in June 2026, the midpoint review concluded that, as at March 2026, 40% of the Delivery Plan had been completed and a growing proportion of activity was transitioning to business as usual. The review also identified opportunities to strengthen integration across the Programme of Work Page 20 of 206
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by reducing duplication, improving alignment between priorities, and bringing together related activity that was previously being delivered through separate workstreams, projects, and programmes. This reflected both the maturity of the Programme of Work and the need to focus future delivery on the council's most significant strategic priorities and transformation ambitions. 2.4 The outcome of this exercise has been the development of a revised Programme of Work framework that consolidates and realigns the existing 96 deliverables into 25 strategic delivery priorities. Together, these priorities bring together activity across the Programme of Work, support the transition of mature activity into business-as-usual arrangements where appropriate, and provide a clearer and more integrated focus on the council's most significant strategic challenges, opportunities, and long-term transformation priorities. Rather than creating additional standalone programmes, the six new strategic deliverables approved in June 2026 have been incorporated within the revised framework (as noted in paragraph 2.2) to strengthen integration, maximise alignment, and support a more coherent approach to delivery across the council. 2.5 A key feature of the revised framework is the integration of One Service and Digital North Lanarkshire as the corporate transformation and enablement framework supporting delivery across Transforming Places, Sustainable Futures, Resilient People, and Brighter Futures. Together, they provide the organisational transformation, workforce development, assurance, performance improvement, digital capability, and innovation required to support delivery of the council's wider strategic priorities. 2.6 The outcome from this exercise is set out in Appendix 2, this includes: • A high-level summary of the latest progress against each of the existing 96 deliverables across the 7 Programme of Work priorities, including progress to date and, where appropriate, the extent to which activity has transitioned into business- as-usual arrangements. • A high-level summary of the achievements delivered through each of the 7 Programme of Work priorities, demonstrating how each priority has evolved since 2023 and highlighting the key changes, improvements, and foundations established through delivery of the Programme of Work. • The next phase of delivery for each Programme of Work priority, informed by a review of existing activity and identifying opportunities to strengthen integration, align related activity, reduce duplication, and support a more co-ordinated approach to delivery. • A revised indicative set of 25 strategic delivery priorities that consolidates and integrates existing commitments, strengthens alignment across programmes, and supports a more co-ordinated and integrated approach to delivery across the council. 2.7 Collectively, the revised strategic delivery priorities establish clear areas of strategic focus across the council. Transforming Places provides the focus for place, regeneration, and physical infrastructure; Sustainable Futures for environmental sustainability and climate resilience; Resilient People for prevention, wellbeing, and community resilience; and Brighter Futures for skills, learning, and economic participation. The combined One Service and Digital North Lanarkshire programme provides the focus for organisational transformation, reform, and assurance, alongside digital enablement, connectivity, and innovation. 2.8 At this stage, the revised 25 strategic delivery priorities are high-level and indicative. They provide a structure for the workshops scheduled throughout September to develop the detailed Delivery Plans, enabling discussions around priorities, delivery Page 21 of 206
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arrangements, interdependencies, and resources, while retaining sufficient flexibility to respond to emerging issues, opportunities, and stakeholder feedback. This approach also supports the development of a detailed Delivery Plan, including delivery arrangements, timescales, governance, and reporting arrangements, for consideration by the Policy and Strategy Committee in cycle 4 of 2026. 2.9 The development of the revised strategic delivery priorities was informed by a number of core principles designed to ensure continued alignment with the ambitions of The Plan for North Lanarkshire and support a more integrated approach to delivery across the council. Collectively, the strategic delivery priorities are intended to: • Focus on prevention and address root causes to reduce future demand and support the long-term sustainability of services. • Deliver meaningful change that people, communities, and businesses can see and experience. • Promote a stronger one council approach to maximise collaboration, shared ownership, and collective responsibility. • Drive transformational change at scale to reshape how services are designed, delivered, and integrated. • Concentrate effort and resources on the issues of greatest strategic importance to achieve the greatest impact for North Lanarkshire. Next steps 2.10 Subject to Policy and Strategy Committee endorsement, work will continue to develop the detailed Programme of Work Delivery Plan. This will include the development of specific programmes, projects, actions, and activities as well as delivery timescales and reporting arrangements associated with each of the 25 strategic delivery priorities. 2.11 The detailed Delivery Plan will reflect the integrated approach set out within this report and its appendices, ensuring clear alignment between strategic priorities, transformation activity, service delivery, and organisational resources. It will also establish arrangements for ongoing monitoring, benefits realisation, committee oversight, and the supporting governance framework required to provide clear accountability, effective strategic decision-making, and co-ordinated delivery across the Programme of Work. 2.12 A further report will be submitted to the Policy and Strategy Committee in cycle 4 of 2026 presenting the finalised Programme of Work Delivery Plan and the detailed implementation arrangements for the next phase of delivery. 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: 28 Health Check Indicators - summary of latest results and RAG status. Appendix 2: Programme of Work review and strategic delivery framework (which should be read as a strategic review of delivery to date and a Page 22 of 206
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framework for the next phase of Programme of Work delivery). 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 in Scotland Act 2003 introduced the statutory duty of Best Value which requires the council to “make arrangements which secure Best Value” and ensure “continuous improvement in the performance of the authority’s functions”. 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? Page 23 of 206
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Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ 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? The review of the Programme of Work supports management of the Corporate Risks relating to Governance, Leadership and Decision Making and Delivery of the Programme of Work by providing a clearer and more integrated framework for strategic planning, organisational transformation, and service delivery across the council, together with the governance and oversight arrangements required to support effective implementation and provide the required assurances. 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 24 of 206
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If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 25 of 206
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64% 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 per 1,000 pupils - 91.8% 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 343,930 +1.1% 340,310 Est housing by tenure 160,894 + 4.6% 153,837 Net migration 7.6 per 1,000 population + 230% 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 82.5% + 1.9% 81% Businesses 3-year survival rate 53.4% - 9% 58.7% Change in recorded crime 4.6% +39.4% +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% 36% not improved over the period of The Plan for North Lanarkshire as at August 2026 The Plan for North Lanarkshire - 28 health check indicators Appendix 1 Page 26 of 206
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Appendix 2: Programme of Work review and strategic delivery framework This appendix provides a review of progress and achievements across the Programme of Work and sets out the revised strategic delivery framework for the next phase of delivery, including the consolidation of 96 deliverables into 25 strategic delivery priorities. Transforming Places Latest position of existing Programme of Work deliverables (as at July 2026) Theme / programme Deliverables Position Town and Community Hubs Complete new build 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 (delivered from current capital plan). • Orbiston Community Hub in Bellshill, is operational, with final landscaping works due to complete by the end of 2026. • St Kevin's Community Hub in Coatbridge, opened in May 2026. • Construction of Gartcosh Community Hub and St Stephens Community Hub is underway, with both due for completion in October 2026. • Chryston High extension, including early years provision, is under construction, with phase 1 due for completion in December 2026. • Glenboig is going through procurement. • Procurement for Abronhill is expected to commence in December 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. The programme continues to progress towards its target, with 2,729 new homes delivered to date. An update on delivery is scheduled to be reported to the Housing Committee in cycle 4 of 2026. Review and update the New Supply Programme delivery plan to identify potential opportunities to accelerate / enhance the programme and explore alternative tenure options to support economic and population growth. Review completed and report to expand the programme by a further 1,000 homes and explore feasibility of a mid-market rent pilot project was approved by the Housing Committee in cycle 1 of 2025. A further report on proposals to develop the mid-market rent pilot project was approved by the Housing Committee in cycle 3 of 2026. 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. The Evidence Report for the Local Development Plan 2 was approved by Council in April 2026 and is awaiting assessment by the Scottish Government's Planning and Environmental Appeals Division (DPEA). Subject to approval, the Proposed Plan will be prepared, with adoption anticipated by May 2028. 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. The Open Space Audit and community engagement programme have been completed. The final Open Space Strategy is scheduled for committee consideration in 2026. Page 27 of 206
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Theme / programme Deliverables Position 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. The Local Transport Strategy 2026-36 was approved by the Environment and Climate Change Committee in August 2026, providing a framework for delivering a connected, sustainable, accessible, and resilient transport network that supports economic growth and the movement of people and goods. Active travel Create 50 kms of active travel routes by 2028 to help establish a network of safe, accessible walking / wheeling / cycling routes to help people access employment, education, and leisure opportunities, improve health and well-being, and reduce carbon emissions. Active travel and road safety improvements at Glasgow Road and Alexander Street, Wishaw have been completed, alongside design development for Airbles Road and cross-boundary active travel improvements with South Lanarkshire. Several Strategic Network Route projects continue to advance through design and construction, while active travel enhancements at Riverbank and Orbiston Community Hubs and the integration of active travel within estate investment plans have been completed. City Deal Deliver the City Deal programme to improve connectivity and help support inclusive economic growth. Progress continues on the A8/M8 Corridor Access Improvements (Eurocentral Strategic Active Travel and Orchard farm Roundabout), and the Pan-Lan Orbital Transport Corridor (East Airdrie Link Road, Ravenscraig Access Infrastructure South (Motherwell to Ravenscraig Link and Airbles Road Improvements). An update was reported to the Enterprise and Fair Work Committee in August 2026. Business and industry Develop 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. Unit 3 at Link Park, Newhouse and Braidhurst Industrial Estate have been completed. The remaining projects, including Condor Park, Gartcosh Phase 2, and Ravenscraig Plot 1 are progressing. The strategic review of industrial land and business sites through Local Development Plan 2 has been completed and the development of the Business and Industry Strategy is progressing. An update was provided to the Enterprise and Fair Work Committee in cycle 1 of 2026. 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) and progress delivery to help create sustainable mixed-use centres that will attract investment in new employment and housing opportunities. Town Action Plans have been completed for Airdrie, Bellshill, Kilsyth, Motherwell, Shotts, and Wishaw, with annual monitoring arrangements in place. Regeneration activity continues in Coatbridge and Forgewood / North Motherwell to support sustainable mixed-use town centres and attract investment, housing, and employment opportunities through the UK Government’s Pride in Place programme. Stakeholder engagement on the review of the Town Action Plans is currently underway. Develop Delivery Plan for Cumbernauld Town Centre regeneration and progress redevelopment plans and demolition of The Centre Cumbernauld. Fleming House demolition completed and demolition of the shopping centre remains on track to commence in 2027, with stage 1 scheduled for 2027/28 and sage 2 for 2031/32. Brief for procurement of consultants to undertake detailed masterplan is being progressed. Page 28 of 206
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Theme / programme Deliverables Position Towers strategy Complete phase 1 Tower re-provisioning programme of 1,750 flats by 2025/26, and progress phase 2 comprising 964 flats. Phase 1 tower blocks have been vacated and demolition is progressing well. Phase 2 remains on track, with first demolitions expected in spring 2027. Rehousing is largely complete, and four RAAC-affected Maxton Crescent blocks have been added to the programme. Increase community pride through cultural heritage development Invest in cultural and heritage assets, including Summerlee and the Rediscovering Airdrie heritage initiative, to increase community pride and awareness of local heritage and make North Lanarkshire an attractive visitor destination. Cultural heritage investment is progressing well, with Rediscover Airdrie completing its first phase and securing Heritage Fund investment for the restoration of Airdrie Library and town centre improvements. Celebrate Summerlee is developing plans for enhancements, including a new miners' village and welfare hall, while a Heritage Outreach Officer continues to support local heritage projects. Achievements to date The Transforming Places programme has established a strong platform for long-term physical, economic, and community transformation across North Lanarkshire. Significant progress has been made in delivering modern community infrastructure, increasing housing supply, advancing strategic transport and connectivity investments, regenerating town centres and communities, and creating the conditions for sustainable economic and population growth. The programme is moving beyond planning and development into large-scale delivery, with many projects now having a visible impact within communities. Particular success has been achieved through the Community Hub programme, where new facilities are now operational or under construction across Bellshill, Coatbridge, Gartcosh, Wishaw, and Chryston. These investments are creating integrated community assets that support education, wellbeing, and service delivery while also acting as catalysts for place-based regeneration. The council has exceeded its original new supply housing commitment, with more than 2,700 homes delivered through a combination of council housebuilding, open market acquisitions, and off-the-shelf purchases. Together with the Towers Reprovisioning Programme, this represents one of the most significant housing transformation programmes in Scotland, improving housing quality and reshaping neighbourhoods. Town centre regeneration activity has matured considerably, with Town Visions and Action Plans in place across all major centres, significant external investment secured for Coatbridge and Motherwell town centre, and major redevelopment plans for Cumbernauld Town Centre progressing, with demolition and master planning activity on track for delivery. Investment in connectivity continues through active travel infrastructure, City Deal projects, and the Local Transport Strategy. These investments are strengthening access to employment, education, and services while supporting wider economic growth ambitions. Progress on the Local Development Plan, Business and Industry Strategy, and industrial development sites is helping establish the strategic framework required to attract investment, unlock development opportunities, support business growth, and create future employment opportunities. Collectively, these achievements demonstrate the transition of the Transforming Places programme from strategic planning into large-scale delivery, with Page 29 of 206
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investment now translating into visible improvements in communities, enhanced infrastructure, increased housing provision, and stronger foundations for inclusive and sustainable growth across North Lanarkshire. Next steps Transforming Places has evolved into a mature programme entering its next phase. Building on the significant foundations established through the programme to date, the focus is now on maximising the collective impact of housing, infrastructure, public assets, and regeneration activity to deliver lasting benefits for local people and places. While the original Transforming Places programme was structured around a series of individual projects and thematic commitments, the scale of delivery now underway provides an opportunity to take a more integrated, place-based approach. The next phase therefore focuses on six strategic delivery priorities that bring together related programmes and investments, ensuring that housing, infrastructure, economic development, public assets, and regeneration activity collectively deliver greater impact for people, communities, and businesses across North Lanarkshire. Together, these priorities provide a framework for co-ordinating investment and ensuring that individual projects contribute to wider place-based benefits and long-term transformation across North Lanarkshire. Strategic delivery priorities Note these are high-level and indicative at this stage, with further detail to be presented through the finalised Delivery Plan. 1. Housing for all, now and in the future through sustained investment in the scale, quality, and affordability of housing supply, including social and mid- market rent homes, alongside the regeneration of communities through the new supply programme, open market acquisitions, tower reprovisioning and demolition, and town centre housing and mixed-use developments. 2. Modern, integrated public service infrastructure that supports communities now and in the future through town and community hubs, new and refurbished public buildings, an Additional Support Needs Whole Family Support Hub, enhanced education facilities, and major school improvement and investment programmes. 3. Vibrant, sustainable and inclusive town centres and communities through place-based regeneration, Town Action Plans, the transformation of key strategic locations including Cumbernauld Town Centre, heritage-led regeneration (including Airdrie and Summerlee), and investment through Pride in Place and wider regeneration initiatives. 4. Economic growth, investment, and jobs through Invest in North Lanarkshire, using land and assets strategically to unlock development opportunities, supported by the Local Development Plan, the Business and Industry Strategy, industrial and commercial investment, and initiatives that attract inward investment, create jobs, and strengthen long-term prosperity. 5. Enhanced transport, connectivity, and infrastructure to support access, movement, connected places, and sustainable growth through the Local Transport Strategy, active travel networks, strategic transport corridors, digital connectivity infrastructure, and major infrastructure investment, including City Deal projects. Page 30 of 206
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6. Community wellbeing, resilience, and pride of place through investment in community assets and services, including pitches, pavilions, and leisure facilities, country parks and open spaces, and cultural and heritage initiatives that strengthen local identity. Invest in North Lanarkshire Latest position of existing Programme of Work deliverables (as at July 2026) Theme / programme Deliverables Position Invest in North Lanarkshire 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. Complete and transitioned to business-as- usual through the establishment of a multi- disciplinary pre-application service, providing co-ordinated advice at an early stage on major and significant planning proposals. The service brings together Planning, Roads, Environmental Health, Building Standards, Economic Development, and Estates to streamline consent processes and support investment and sustainable development across North Lanarkshire. 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. Develop a Gate Check process for all major council investment projects, where statutory consents required, to ensure projects get the 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. Co-ordinate development of masterplans / development briefs and appraisal process for major council owned development sites. Review and develop process for the co-ordination of inward investment / business growth enquiries, including development of Customer Relationship Management (CRM) system. Next steps The Invest in North Lanarkshire deliverables have been completed and incorporated into business-as-usual arrangements. Having established the systems, processes, and multi-disciplinary approach required to support investment and development, the focus will now shift towards maximising economic impact and supporting the delivery of North Lanarkshire's wider regeneration ambitions. As Transforming Places enters its next phase, Invest in North Lanarkshire will be carried forward as a key strategic priority therein, ensuring economic development activity is fully aligned with housing growth, town centre regeneration, infrastructure investment, and strategic land use. This will strengthen the connection between place-based regeneration and economic development, maximise opportunities arising from investment zones and other strategic growth initiatives, and help position North Lanarkshire as a location of choice to live, learn, work, invest, and visit. Page 31 of 206
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Sustainable Futures Latest position of existing Programme of Work deliverables (as at July 2026) Theme / programme Deliverables Position 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, timeframes and review periods.) Complete. North Lanarkshire’s Path to Net Zero (2045) was approved by the Environment and Climate Change in April 2026. This replaces Climate Plan ACT2030 and provides the strategic framework for reducing emissions from the council’s asset base, recognising that buildings, fleet, and infrastructure are the main contributors to emissions. Aligned with the Corporate Asset Management Plan and Strategic Capital Investment Programme, it focuses on energy efficiency, heat decarbonisation, low carbon standards, retrofit, estate rationalisation, and reuse, with monitoring through carbon budgets and regular review. 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 closed landfill sites and energy storage options adjacent to electrical sub-stations. • Feasibility work for solar energy generation at Auchinlea and Dalmacoulter has been completed, with planning applications submitted. • Planning and business case development for utility-scale solar photovoltaic (PV) installations is progressing, including ecological surveys and funding options. • A review of solar and wind energy opportunities has been completed and is informing the next phase of project development. 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. • Work to upgrade communal recycling points has been completed, improving customer service, reducing contamination, and increasing recycling across identified locations. • Work to upgrade household waste recycling centres is progressing, with three sites upgraded to meet persistent organic pollutant (POPs) requirements. Trials of black bag compactors are also underway to improve recycling performance. • The Live Labs 2 programme is progressing, with low-carbon road material trials helping to inform future road construction practices. • Alternative community-based delivery models for environmental services continue to be explored. Explore green energy funding options which will assist in the move towards net zero, for both council assets and businesses within North Lanarkshire. Complete. The £250,000 Net Zero Business Challenge Fund supported small and medium- sized enterprises through two oversubscribed funding rounds, awarding £190,637 to 17 projects, including solar installations and innovative low-carbon products and processes. Ongoing support is now provided through the Business Growth Fund. Deliver low carbon North Lanarkshire assets through the delivery of Local Heat and Energy • The Local Heat and Energy Efficiency Strategy (LHEES) has been completed, with a heat network feasibility study now being progressed. Page 32 of 206
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Theme / programme Deliverables Position Efficient Strategy (LHEES), Energy Efficiency Standard for Social Housing (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. • The net zero transformation of the Strathclyde Park Watersports Centre continues, with procurement and funding activities underway. • Energy efficiency improvements have been delivered across the council’s non-domestic estate and are undergoing performance monitoring. • Fleet decarbonisation and EV charging infrastructure continue to progress, including operation of the Bellshill Depot charging hub and development of the wider charging network. • A preferred site for a future Material Recovery Facility (MRF) has been identified following completion of market research. • Work continues to improve the energy efficiency of council housing, supporting progress towards EPC Band D compliance, EPC Band B by 2032, and the longer-term decarbonisation of heating systems. • Support for businesses continues through energy audits, grants, and specialist advice to improve energy efficiency and reduce emissions. Climate adaptation Develop nature-based adaptations which will centre around the Country Parks for the Future programme and the Clyde Climate Forest. • Work to deliver the Country Parks for the Future masterplans is progressing, with funding secured for improvements at Palacerigg Country Park and a revised National Lottery Heritage Fund bid being developed to support future phases. • The Nature Recovery Programme is delivering habitat restoration, grassland management, and invasive species control, with remaining works ongoing. • Tree planting and woodland creation activity continues through the Clyde Climate Forest programme, with new planting sites identified and further works planned to increase woodland and canopy cover across North Lanarkshire. Improve North Lanarkshire's assets to be climate resilient with a focus on flood prevention measures. • Implementation of the Tree Risk Asset Management Strategy is progressing, with cyclical inspections underway and work commencing to extend the inspection regime to housing tree assets. • Work to secure sufficient future burial capacity is progressing through ongoing strategy development, site investigations in Coatbridge, Kilsyth, and Cumbernauld, and delivery of new cemetery infrastructure. • Delivery of new burial provision continues, with Pather Farm Cemetery nearing completion and design work progressing for the New Monkland Cemetery extension, subject to budget availability. • Flood risk management activity continues across North Lanarkshire, with several flood studies and surface water management plans completed and work advancing on the Kilsyth Flood Risk Reduction Scheme. Reduce climate impact inequalities including delivery of the actions within the council's Air Quality Progress continues on delivery of the Air Quality Action Plan, including publication of the latest annual progress report, air quality monitoring around schools, active travel initiatives, Page 33 of 206
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Theme / programme Deliverables Position Action Plan. and vehicle idling patrols at schools and other hotspot locations. With many actions now established and ongoing, delivery has increasingly transitioned into business-as-usual activity, supported by continued monitoring, engagement, and awareness-raising initiatives. 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. • Climate awareness and engagement activity with schools, including Earth Hour, is now embedded within routine education and sustainability programmes. • Environmental sustainability support for businesses is now integrated into the council’s mainstream grant and business advisory services. Deliver the NL Nearer to Nature programme in order to ensure our communities most susceptible to climate change have a voice in shaping investment in greenspaces. • The Nearer to Nature programme is underway, with key staff recruited, research nearing completion, and environmental justice mapping helping to identify priority areas for engagement. • Consultation, a digital engagement platform, a sustainable funding model, and a long- term greenspace infrastructure plan will be developed through the next phase of the programme. Achievements to date The Sustainable Futures programme has established the strategic, governance, and delivery foundations required to support North Lanarkshire’s transition to net zero while delivering a growing range of practical projects that reduce emissions, improve climate resilience, and enhance the natural environment. Alongside the development of key strategies and plans, the programme is now increasingly focused on implementation, with a number of projects either completed or moving into delivery phases. A significant achievement has been the approval of North Lanarkshire’s Path to Net Zero (2045), which replaces the Climate Plan ACT2030 and provides the council’s long-term framework for reducing emissions from assets, fleet, and infrastructure. Supported by carbon budgeting and aligned with corporate asset planning and investment processes, it strengthens the integration of sustainability into strategic decision-making. Progress is being made in decarbonising council assets through implementation of the Local Heat and Energy Efficiency Strategy, investment in energy efficiency improvements across the non-domestic estate, continued improvements to council housing energy performance, and the development of low- carbon transport infrastructure. EV charging facilities are now operational at Bellshill Depot, supporting the transition to a lower-emission fleet, while further expansion of charging infrastructure is being progressed through regional partnerships. The council has also advanced renewable energy opportunities through solar energy proposals at Auchinlea and Dalmacoulter, completion of energy generation studies, and the development of business cases and planning applications that could support future local energy generation. Good progress has also been made in supporting a circular economy and more sustainable asset management through recycling infrastructure improvements, household waste recycling centre upgrades, low-carbon road material trials, and the identification of a preferred site for a future Material Page 34 of 206
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Recovery Facility. Nature-based adaptation and climate resilience activity continues through habitat restoration, tree planting, woodland creation, and the Country Parks for the Future programme. Progress on flood risk management, tree risk management, and burial infrastructure is also helping to improve the resilience of council assets and communities to the impacts of adverse weather and climate conditions. Climate considerations are increasingly becoming embedded within mainstream service delivery. Examples include ongoing delivery of the Air Quality Action Plan, integration of sustainability within business support programmes, continued community engagement through the Nearer to Nature programme, and the incorporation of climate awareness activity into routine education and engagement programmes. While substantial progress has been achieved, several major programmes remain dependent on external funding, long-term investment, and partnership working. Collectively, these achievements have created the conditions for the next phase of delivery, with the focus now shifting from strategy development and feasibility work towards large-scale implementation that accelerates decarbonisation, strengthens climate resilience, and enhances North Lanarkshire's natural environment. Next Steps Sustainable Futures has evolved from establishing strategy, policy, and enabling programmes into a long-term delivery programme focused on embedding sustainability and climate resilience across all aspects of council activity. Building on the strong foundations now in place through the Path to Net Zero (2045), the Local Heat and Energy Efficiency Strategy, asset decarbonisation activity, climate adaptation programmes, and nature recovery initiatives, the focus of the next phase is on accelerating implementation, securing investment, and delivering environmental, social, and economic benefits for communities across North Lanarkshire. While the original Sustainable Futures programme was structured around a series of individual climate, energy, and environmental commitments, the scale of activity now underway provides an opportunity to take a more integrated and delivery-focused approach. The next phase therefore focuses on four strategic delivery priorities that bring together decarbonisation, climate adaptation, resource management, and nature recovery activity, ensuring that investment across assets, infrastructure, transport, housing, and the natural environment collectively contribute to achieving North Lanarkshire's net zero ambitions and building more sustainable communities. Together, these priorities provide a framework for co-ordinating investment, influencing service delivery, and strengthening partnership working, ensuring that individual projects contribute to wider carbon reduction, climate resilience, biodiversity enhancement, and the long-term sustainability of North Lanarkshire's communities and places. Strategic delivery priorities Note these are high-level and indicative at this stage, with further detail to be presented through the finalised Delivery Plan. 7. Net zero decarbonisation of assets through delivery of the Path to Net Zero (2045), investment in energy efficiency across council buildings and housing, decarbonisation of heating systems, renewable energy generation projects, heat networks, and low-carbon asset management that reduce Page 35 of 206
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emissions and strengthen energy resilience. 8. Sustainable transport and resource management through fleet transition, electric vehicle charging infrastructure, recycling improvements, and waste infrastructure investment projects that reduce environmental impact. 9. Climate adaptation and resilient communities through flood risk management, climate-resilient infrastructure, tree and asset management programmes, and actions that reduce vulnerability to climate change and improve preparedness for future impacts. 10. Nature recovery, biodiversity, and quality greenspaces through the Country Parks for the Future programme, the Nature Recovery Programme, the Clyde Climate Forest, the Nearer to Nature programme, and wider habitat restoration, woodland creation, and greenspace investment that enhance the natural environment and community wellbeing. Page 36 of 206
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Resilient People Latest position of existing Programme of Work deliverables (as at July 2026) Theme / programme Deliverables Position 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. • The Families Here and Now Service (FHANS) has been established across North Lanarkshire, providing universal early practical, emotional, and financial support for families. • Early help support is embedded within community hubs, providing integrated and accessible family support aligned to local needs. • The review of family support services is nearing completion and is informing proposals for a more sustainable whole family support model. • Cash First approaches have been embedded within family support services, improving access to financial support and earlier intervention. • Employability and volunteering pathways are being developed through stronger links to Routes to Work and expanded opportunities for parents and carers. 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 Right for Every Child), and GIRFE (Getting it Right for Everyone). • A No Wrong Door approach has been established through alignment with GIRFEC and GIRFE, ensuring families can access support regardless of where they first seek help. • Whole family support is embedded within community hubs through integrated council and partner delivery. • Hub-based access points, communication, and referral pathways have improved access to advice, support, and signposting. • An All-Age Carers Working Group has been established and a review of carers support completed. • The North Lanarkshire Carers Strategy 2024-27 has been refreshed and approved. Implement GIRFE (Getting it Right for Everyone) approach in adult services to improve pathways to support. • A place-based locality approach has been implemented, creating clearer pathways to support and strengthening alignment with whole family support. • The sticky person approach has been embedded, ensuring a lead professional co-ordinates support and reduces unnecessary referrals. • GIRFE and person-centred practice continue to be embedded across health and social care services. • The Engagement and Participation Strategy has been refreshed, strengthening participation and preventative support. Introduce the Signs of Safety in children's services as a transformative approach to strengthening families and • Governance, training, and implementation arrangements for Signs of Safety have been established across the council and partner organisations. Page 37 of 206
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Theme / programme Deliverables Position addressing risks of harm. • Signs of Safety and Healing approaches are being embedded within social work practice through training, development, and evaluation. • Policies, procedures, and operating models are being updated to support consistent strengths-based practice and decision-making. 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. • Additional and intensive family support has been strengthened, helping more children remain safely at home. • Family Group Decision Making and Lifelong Links have been embedded within everyday practice. • Integrated planning continues to reduce out-of-area placements and strengthen community-based 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. Complete. The Tackling Poverty Strategy 2023-26 has been delivered and embedded within business-as-usual arrangements, informing development of the Tackling Poverty Strategy 2026-31. Evaluate the impact of the 2023-26 Strategy and Action Plan and develop a revised Tackling Poverty Strategy for 2026-31. Complete. Evaluation of the Tackling Poverty Strategy has informed development of the Tackling Poverty Strategy 2026-31, with monitoring and review arrangements embedded within business-as-usual activity. 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. • Anti-poverty approaches have been embedded across council services, strengthening poverty awareness, and access to support. • Integrated pathways to advice, income maximisation, and money guidance have been established. • Financial education for adults and young people has been embedded within mainstream provision. 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 Prevention duties and provide flexible, strength-based support to help people successfully sustain their accommodation and achieve positive wider life outcomes. Complete. Housing support and temporary accommodation reviews have been completed, informing the re-tendering of housing support services and a more flexible, strengths-based approach to homelessness prevention and tenancy sustainment. 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 Complete. A crisis response and assertive outreach service has been established and is fully operational, providing rapid support to people experiencing, or at risk of, homelessness. Page 38 of 206
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Theme / programme Deliverables Position need of an urgent response (outwith current service provision) to prevent and reduce recurring homelessness and improve access to support and services. 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. Complete. A new Temporary Accommodation Strategy (2024-29) has been approved, setting future accommodation requirements and supporting delivery of the Rapid Rehousing Transition Plan. 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. Complete. Measures to improve tenancy sustainment have been implemented, including fast-track Community Care Grants, enhanced furniture provision, and additional financial support options for homeless households. Significantly reduce homelessness through increasing the supply of affordable homes. • A new Empty Homes Strategic Framework has been approved. • Capacity to bring empty homes back into use has increased through additional Empty Homes Officer resource and delivery of the Empty Homes Strategy. Reduce time spent in temporary accommodation through access to settled housing quickly. • Work with Registered Social Landlords continues to increase allocations to homeless households and improve access to settled housing. • Council housing allocations continue to support rapid rehousing, with around half of available lets allocated to homeless households. • Partnership work with private landlords is improving access to the private rented sector and strengthening homelessness prevention. • Delivery of the Temporary Accommodation Strategy is underway to expand and improve provision. • The homelessness housing options pilot has been implemented and is being evaluated to inform future service delivery. Improve support for households who are homeless or at risk of becoming homeless. • New housing support contracts have been implemented. • Trauma-informed approaches continue to be embedded across housing services. • A housing sector-wide domestic abuse forum has been established to strengthen support for those affected by domestic abuse. • Support for prison leavers is being strengthened through development of a dedicated housing, prison and courts link worker role. Prevent homelessness through early intervention, education and other support services. • Additional housing and support options for care experienced young people are being developed to strengthen pathways into stable accommodation. • The Health and Homelessness Action Plan is being refreshed to strengthen Page 39 of 206
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Theme / programme Deliverables Position prevention, early intervention, and partnership working. Strengthening community capacity and wellbeing Develop the council's approach to Community Wealth Building and associated implementation plan to strengthen community capacity and wellbeing. • A shared partnership approach to Community Wealth Building has been established, supported by a draft Community Wealth Building Statement and extensive stakeholder engagement. • Work is underway to finalise the implementation plan, governance arrangements, and reporting framework. 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. • The council has adopted the North Lanarkshire Partnership Community Agreement. • Work is underway to strengthen participation from underrepresented groups and inform the next Local Outcome Improvement Plans through targeted engagement and improved use of data. Strengthen engagement, participation, and empowerment across communities to develop an integrated service offer that meets the needs of communities. • Community resilience has been strengthened through investment in local groups and equipment. • The council's volunteering approach has been embedded and aligned with the North Lanarkshire Partnership Volunteering Strategy. • Connections between locality community planning and health and social care have been strengthened. • Community capacity building has strengthened participation, community ownership, and access to local support. • Work continues to implement recommendations from the Member Officer Working Group on the Community and Voluntary Sector. Trauma information, 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. Complete. A framework and implementation plan for becoming a trauma-informed organisation have been established, supported by a cross-council Trauma Steering Group, increased organisational awareness, and testing of trauma- informed approaches across priority services. 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. • Trauma-informed design principles have been embedded within schools, community hubs, town centres, and service environments through the Trauma Design Toolkit. • Trauma-informed principles are being embedded within staff wellbeing and support arrangements. • A council-wide training programme is increasing awareness, confidence, and skills in trauma-informed practice. • Children, families, and communities continue to influence the design of trauma- informed services through co-production and engagement. • Evaluation arrangements are being developed to measure the impact of Page 40 of 206
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Theme / programme Deliverables Position trauma-informed practice. • Managers are being supported through trauma-informed leadership training, guidance, and practical tools 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. • A Human and Economic Cost Modelling (HECM) approach has been developed with Promise Scotland. • A baseline assessment of family support activity and costs has been completed. • Costed analysis of family journeys has provided insight into opportunities for earlier intervention and prevention. • Evaluation of the emerging family support model is underway to inform future investment decisions. • Development of a sustainable, integrated family support model is progressing, informed by family support review findings, financial analysis, and HECM evidence. 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. • A cash first approach to food and fuel crisis support has been implemented and embedded within service delivery. • A directory of emergency cash payments and financial support has been established and integrated into routine practice. • A framework for direct payment approaches has been embedded within mainstream services, supporting flexible, person-centred early intervention and reducing stigma. Achievements to date The Resilient People programme has established a strong foundation for delivering earlier intervention, prevention, and more integrated support for children, young people, families, adults, and communities across North Lanarkshire. Significant progress has been made in embedding whole family support, tackling poverty initiatives, homelessness prevention, trauma-informed practice, and community capacity building, helping shift services away from crisis response and towards earlier, more co-ordinated intervention. Particular success has been achieved through the development of whole family support, including the establishment of the Families Here and Now Service (FHANS), implementation of the No Wrong Door approach, embedding of support within community hubs, and the adoption of GIRFE and Signs of Safety approaches. Together, these developments have strengthened pathways into support, improved service co-ordination, and increased access to preventative support for families and carers. The programme has also strengthened North Lanarkshire's approach to tackling poverty through the delivery of the Tackling Poverty Strategy, the embedding of anti-poverty approaches across services, increased financial inclusion activity, and the implementation of cash-first and direct payment approaches. These Page 41 of 206
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developments have improved access to advice, support, and income maximisation services while helping strengthen financial resilience for households and families. Progress has been made in homelessness prevention through the introduction of new housing support arrangements, crisis response and assertive outreach services, tenancy sustainment activity, and implementation of the Temporary Accommodation Strategy. These developments have strengthened prevention activity and improved support for people experiencing, or at risk of, homelessness. Community resilience and participation have also been strengthened through Community Wealth Building activity, volunteering, community engagement, community resilience initiatives, and stronger partnership working with the community and voluntary sector. These approaches are helping build stronger communities and increasing opportunities for people to influence services and local priorities. The programme has further established the foundations of a trauma-informed organisation through workforce development, trauma-informed design, leadership development, and service improvement activity. Alongside this, Human and Economic Cost Modelling (HECM) and wider service review activity are improving understanding of the impact of prevention and informing future service design and investment decisions. Collectively, these achievements have established a strong platform for long-term service transformation across North Lanarkshire, with a growing emphasis on prevention, early intervention, whole-family support, population wellbeing, and sustainable public service delivery. While many of these approaches are now embedded within service delivery, the long-term sustainability of some activity remains dependent on securing ongoing funding, investment, and partnership support. Next steps Resilient People has evolved from establishing new approaches, services, and delivery models into a mature programme focused on embedding prevention, demonstrating impact, and delivering long-term service reform. Building on the significant progress achieved through whole family support, tackling poverty activity, homelessness prevention, trauma-informed practice, and community capacity building, the focus of the next phase is on aligning resources, services, and investment around prevention, population wellbeing, and integrated support for individuals, families, and communities. While the original Resilient People programme was structured around a series of individual projects and service improvements, many of these are now established and embedded within service delivery. This provides an opportunity to take a more integrated and preventative approach that maximises their collective impact. The next phase therefore focuses on five strategic delivery priorities that bring together related programmes and investments, ensuring that prevention, whole family support, housing, community capacity, digital innovation, and public service reform collectively deliver greater impact for local people and communities. Together, these priorities provide a framework for co-ordinating investment, strengthening partnership working, and ensuring that individual projects contribute to wider improvements in health and wellbeing, reduced inequalities, stronger communities, and sustainable public services across North Lanarkshire. Strategic delivery priorities Page 42 of 206
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Note these are high-level and indicative at this stage, with further detail to be presented through the finalised Delivery Plan. 11. Whole family support and additional support needs through integrated whole family support, community hubs, GIRFEC, GIRFE, Signs of Safety, and the development of a Whole Family Additional Support Needs Hub that helps children, young people, and families receive the right support at the right time, improving attainment, wellbeing, and future opportunities. 12. Preventative public services and improved wellbeing through the alignment of whole family support, population health, tackling poverty, trauma- informed practice, homelessness prevention, and early intervention activity, creating a more preventative, sustainable, and joined-up public service model. 13. Tackling poverty, housing stability, and homelessness prevention through delivery of the supporting strategies, financial inclusion, rapid rehousing, tenancy sustainment, housing support services, and affordable housing approaches that reduce inequalities and help people remain safely within their communities. 14. Community capacity, resilience, and participation through Community Wealth Building, volunteering, community resilience, co-production, and partnership working that strengthen community capacity and enable local people to influence services, local priorities, and investment decisions. 15. Connected and digitally enabled communities and services through enhanced digital connectivity, reduced digital exclusion, smart and connected homes, assisted living and independent living technologies, and the use of technology and innovation that improves access, wellbeing, independence, and service delivery. Page 43 of 206
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Brighter Futures Latest position of existing Programme of Work deliverables (as at July 2026) Theme / programme Deliverables Position NL academies Ensure increased skilled workforce employed in roles which fit industry needs and contribute to greater economic outputs. Expand pathways and progression routes within key industry sectors to connect to employment. • NL Academies projects funded through UK Shared Prosperity Fund have been delivered and embedded within ongoing activity. • Summer placement programmes and university partnerships have strengthened progression pathways into employment. • Targeted skills programmes continue to address workforce gaps in key sectors. • Development of the Built Environment Academy and enhanced vocational pathways is progressing to strengthen alignment between education and labour market demand. Develop employer engagement within each model to ensure full participation and increased work opportunities. • Industry-led sector boards have been established within the Built Environment and Health and Social Care sectors. • Employer engagement continues to shape workforce planning, skills development, and future academy activity, informed by evidence of future workforce demand and skills shortages across priority sectors. • Partnership activity is helping inform future Digital Academy and workforce development opportunities. Enhance attraction and advance equalities across key industry sectors. • Collaborative apprenticeship and vocational pathways have been established with NHS Lanarkshire and Health and Social Care partners. • Attraction activities have increased participation from under-represented groups, including increased female participation within built environment programmes and targeted pathways for young people with additional support needs. • Attraction and workforce development plans continue to be progressed through the Care Academy and Built Environment Sector Board. Maximise opportunities to enhance social value through the council's procurement activity. • A Social Value Framework has been approved and established. • Implementation activity is underway to embed social value requirements within future procurement activity. • Development of monitoring and reporting arrangements continues to support consistent measurement of social value outcomes. Brighter futures curriculum and pathways Expand curriculum pathways and progression routes aligned to key industry sectors to connect to employment. • Enterprise curriculum and vocational pathway reforms have been implemented through the vocational education steering group. • Wider achievement opportunities and vocational pathways continue to expand Page 44 of 206
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Theme / programme Deliverables Position across schools. • Curriculum pathways are being strengthened to align with labour market demand and improve progression into positive destinations. 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. • Future Fridays and wider vocational pathway programmes have been implemented. • Vocational opportunities continue to expand across key growth sectors, including built environment, and health and social care. • STEM and digital learning approaches have been embedded across the curriculum and continue to be developed. Advance equalities within curriculum pathways 3-18 years. • Equalities actions have been embedded through curriculum development, targeted support, and employability pathways. • The vocational learning hub at Our Lady's High School is operational and supporting young people with additional support needs. • Staff development activity continues to advance inclusive education and equalities outcomes across establishments. Map, develop, and implement play-based approaches in early years to develop a full play based learning offer. • Complete. Play-based approaches have been mapped, embedded, and supported through a North Lanarkshire framework and associated staff development activity. Employability and community learning and development Address the current challenges of North Lanarkshire’s labour market including the rise in economic inactivity alongside unemployment. • Labour market intelligence and monitoring arrangements have been established. • Employability programmes continue to support unemployed and economically inactive residents into employment, contributing to improved labour market performance across North Lanarkshire. Ensure continued expansion of supported employment programmes, increase opportunities for North Lanarkshire Industries to diversify and integrate these with wider employability support. • The North Lanarkshire Industries Action Plan has been implemented, with supported employment pathways now embedded through No Limits, Roots, work placements, and North Lanarkshire Industries activity. • Supported employment opportunities continue to expand through No Limits, Roots, work placements, and North Lanarkshire Industries activity. • Ongoing diversification and business development activity is strengthening future opportunities and sustainability. Develop and embed the Employer Charter within a broader range of businesses. • The North Lanarkshire Employer Charter has surpassed 100 accredited employers and is now embedded within business-as-usual employer engagement activity. • Employer networking, promotion of fair work practices, and peer learning Page 45 of 206
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Theme / programme Deliverables Position continue to support growth and engagement across the local business base Ensure integration of external employability funding with council led programmes via Local Employability Partnership. • Complete. External employability funding has been aligned with council employability programmes through the Local Employability Partnership. • New programmes continue to support residents into employment while maintaining a focus on economically inactive groups. Create and implement a development plan focused on delivering numeracy programmes to adults aged 16+ to meet objectives of Multiply/UK Prosperity Fund. • Complete. Numeracy programmes have been successfully delivered through the Sum It Up programme. • Learning and qualification opportunities have been embedded within ongoing community learning and development activity. 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. • Complete. The Young Adult Project has delivered significant positive outcomes, supporting participants into employment, training, and further learning. • Evaluation and transition arrangements are being completed as the programme concludes. Develop and deliver employability pathway for Resettled Scots including Unaccompanied Asylum Seeking Children (UASC) building in accreditation through Scottish Qualification Authority (SQA) qualifications. • Complete. Employability and ESOL pathways have been established and delivered, supporting progression, accreditation, confidence building, and routes into employment. • Partnership activity continues to strengthen progression opportunities into further learning, volunteering, and work. 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. • Core skills, national qualifications, and accredited learning opportunities continue to be delivered at scale through Community Learning and Development. • Targeted delivery and performance monitoring continue to support participation within SIMD 1 and 2 communities. Volunteering Establish volunteer baseline, covering current activity, training received, and availability for broader opportunities. • Complete. A baseline of volunteering activity and opportunities has been established. • Employer-supported volunteering activity continues to expand through partnerships with communities and local organisations. Map community partnerships who offer volunteering opportunities and the current offer (baseline). • Complete. Community volunteering opportunities have been mapped and are now incorporated into ongoing volunteering promotion and development activity. Implement and maintain a system capable of capturing volunteers, skills, training, and opportunities available. • Complete. Rosterfy has been implemented as the council's volunteer management system. • Work continues to expand accreditation, training, and progression opportunities Page 46 of 206
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Theme / programme Deliverables Position for volunteers. Implement and maintain a front-end website (one stop shop) for volunteering in North Lanarkshire. • Complete. Online access arrangements have been established to improve access to volunteering opportunities across North Lanarkshire. Support the delivery of qualification options for volunteers • Complete. Volunteer NL has achieved SQA Centre status, creating new opportunities for volunteers to gain accredited qualifications. • Qualification pathways and training opportunities continue to be expanded to support volunteer development, progression, and employability. Entrepreneurship Map current entrepreneurship and self-employment provision across North Lanarkshire. • Complete. Entrepreneurship support, funding, and business start-up provision have been reviewed and mapped, informing future service delivery. Develop entrepreneurship activities to drive activity where gaps and provision from the mapping exercise have been identified. • Business Gateway services have been insourced and embedded within council delivery. • Entrepreneurship support continues through start-up grants, targeted interventions, routeways into self-employment, and Business Gateway activity. • Data-led approaches are supporting targeted delivery across communities and priority groups. Advance equalities and deliver targeted entrepreneurial support to under-represented groups through bespoke interventions. • Support for women, minority ethnic communities, social enterprises, and other under-represented groups has been successfully delivered. • Evaluation and mainstreaming activity is underway to ensure sustainable future provision and continued growth of inclusive entrepreneurship activity. Expand experiential entrepreneurial activities and pathway programmes within education curriculum. • Enterprise and entrepreneurship activity is embedded across schools through a range of programmes, competitions, challenges, and employer engagement opportunities. • Continued partnership working is supporting progression into entrepreneurship, STEM careers, and future employment opportunities. Funding Identify all relevant funding streams and how they fit together. • Complete. Funding streams have been mapped and aligned to support delivery across the Brighter Futures programme. Identify different timescales for funding and any potential gaps and future opportunities. • Complete. Activity has been incorporated into theme-level funding arrangements and ongoing financial planning. Identify community benefits opportunities linked to each theme. • Complete. Community benefits activity is now embedded within NL Academies and Social Value Framework delivery arrangements. Page 47 of 206
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Achievements to date The Brighter Futures programme has established a strong foundation for developing skills, talent, employability, and workforce opportunities across North Lanarkshire. Significant progress has been made in strengthening the connection between education, learning, employability, volunteering, entrepreneurship, and employment, helping residents access opportunities while supporting employers to address current and future workforce needs. Particular success has been achieved through the development of NL Academies and sector-led partnerships across the Built Environment, Care, and Digital sectors. These partnerships have strengthened employer engagement, improved understanding of workforce demand, and supported the development of targeted pathways into training, qualifications, and employment aligned to priority sectors. During 2025/26, NL Academies activity supported 546 residents through skills, training, employability, and workforce development programmes. The programme has also strengthened curriculum pathways and vocational learning opportunities through expansion of industry-aligned pathways, Future Fridays, STEM, and digital learning, wider achievement opportunities, and enhanced progression routes across education. Targeted action to support equalities and inclusion has expanded opportunities for young people with additional support needs and those facing barriers to learning and employment. Significant progress has been made through employability and community learning programmes, including support for unemployed and economically inactive residents, expansion of supported employment pathways, delivery of ESOL and resettlement programmes, implementation of the Employer Charter, and development of accredited learning and numeracy programmes. These activities have improved access to employment, training, accreditation, and progression opportunities across a range of communities and priority groups. The programme has further strengthened volunteering and entrepreneurship through implementation of Volunteer NL, development of accreditation and qualification pathways, expansion of Business Gateway activity, targeted support for under-represented groups, growth of social enterprise activity, and a range of school-based enterprise and entrepreneurship programmes. A significant achievement has also been the approval of the Social Value Framework, establishing a consistent approach to maximising community benefits through procurement activity and strengthening links between public investment, workforce development, employability, and inclusive economic growth. Collectively, these achievements have established a strong platform for long-term skills development, workforce planning, curriculum innovation, and inclusive economic growth across North Lanarkshire, with stronger alignment between learning, skills, employability, and labour market demand. Next steps Brighter Futures has evolved from establishing new programmes, partnerships, and delivery models into a mature programme focused on developing a future-ready skills and workforce system for North Lanarkshire. Building on the significant progress achieved through NL Academies, curriculum pathways, employability programmes, volunteering, entrepreneurship, and employer partnerships, the focus of the next phase is on strengthening system-wide alignment between education, skills, workforce planning, employability, and economic development. While the original Brighter Futures programme was structured around a series of individual projects and improvement activities, many of these are now Page 48 of 206
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embedded within mainstream delivery. The scale of activity now underway provides an opportunity to take a more integrated approach, ensuring that learning, workforce development, employability support, and employer demand collectively contribute to improved prosperity, participation, and opportunities for residents, businesses, and communities. The next phase will be shaped by the introduction of the new priorities in respect of Curriculum Innovation and the Whole Family Additional Support Needs Hub, alongside continued development of employer-led workforce pathways, supported employment opportunities, entrepreneurship, volunteering, and social value activity. Together, these priorities provide a framework for co-ordinating investment, strengthening partnerships, reducing economic inactivity, improving positive destinations, supporting inclusive growth, and ensuring residents are equipped with the skills, qualifications, and opportunities required to benefit from future economic and workforce opportunities. Strategic delivery priorities Note these are high-level and indicative at this stage, with further detail to be presented through the finalised Delivery Plan. 16. Curriculum innovation and future learning pathways through Curriculum Innovation, vocational education, STEM, and digital learning, employer engagement, and strengthened partnerships between schools, colleges, universities, and industry that improve attainment, positive destinations, and workforce readiness while equipping young people and adults with the skills required for future labour market opportunities. 17. Skills, talent, and workforce development through NL Academies, sector-led partnerships, apprenticeships, work-based learning, employer engagement, and targeted skills programmes that address workforce shortages, support key growth sectors, and create a sustainable pipeline of talent aligned to North Lanarkshire's economic ambitions. 18. Inclusive pathways, employability, and additional support needs through supported employment, community learning, employability services, volunteering, ESOL provision, and the development of a Whole Family Additional Support Needs Hub that strengthens progression pathways, reduces barriers to opportunity, and improves life chances for children, young people, adults, and families. 19. Economic participation, entrepreneurship, and future prosperity through entrepreneurship, business start-up support, employability programmes, workforce participation initiatives, and stronger links between learning, skills, and employment that reduce economic inactivity, increase participation, improve positive destinations, and support inclusive economic growth across North Lanarkshire. Page 49 of 206
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Digital North Lanarkshire and One Service Latest position of existing Programme of Work deliverables (as at July 2026) Theme / programme Deliverables Position Digital North Lanarkshire 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. Digital maturity assessment progressed along with rebranding and key culture foundations. Communications plan, annual survey, and culture monitoring underway. Develop digital leaders to facilitate behavioural change required to enable service transformation within existing resources. Digital Champion role and resource review completed. Competency framework in development. Develop and deploy a self-adapting redesign framework to accelerate digital business transformation of critical council functions. Complete. Change Management Toolkit developed and deployed. Support development of a skilled workforce to foster consistent knowledge, improve digital adoption, and accelerate digital-first business capabilities. Guidance review nearing completion, self-help portal progressing, remaining tools and protocols under development. Improved customer experience Develop customer’s digital skills and knowledge to enable access to online and self-service activities, while ensuring digital inclusion and no one is left behind. Key digital services, BSL videos, digital asset map, intergenerational project, and digital zones delivered. Remaining accessibility and communications actions progressing. To implement digitally enabled facilities, services, and experiences that are user-friendly and accessible for all. Immersive facilities, online service sign-up model, and accessibility technology solutions delivered. Ensure an accessible and single source approach to data that supports the organisation by providing insights and evidence that support decision making, planning, delivery, and continuous improvement as well as public reporting and transparency. Strategy being progressed along with the refresh to the Digital and IT Strategy 2024-27, which is scheduled to be updated by March 2027. 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 Ongoing, AI and GenAI implementation progressing, including live pilots and policy development. Page 50 of 206
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experience and better support service users. Digital first operations Ensure useful, secure, compliant, and digital first applications are available to support critical but streamlined service delivery. Major systems programmes progressing, with several key systems now delivered. Facilitate fibre-enabled innovation to maximise the full potential of Internet of Things (IoT) and Artificial Intelligence (AI) technologies in service delivery. Core connectivity and infrastructure projects delivered, with IoT and resident connectivity initiatives continuing. Ensure single source of data to provide insights and evidence that support decision making and service planning. Complete. Paper-to-digital records solution implemented. Performance optimisation Develop an efficient digital and IT cost model to ensure scarce financial resources are aligned to vital enabling technologies. Innovation framework delivered and IT spend model progressing. Enhance security monitoring to maintain effective access and control over council data as the council delivers the anticipated increase in its digital footprint. Security metrics, supplier assurance, and cyber controls framework progressing. Theme / programme Deliverables Position One Service Workforce Further develop workforce plans to ensure appropriate succession planning and alignment to the overall Programme of Work. Workforce planning refreshed, transition planning and organisational change support continuing. Shared services and public service reform Explore opportunities for shared services both within the council and with partners, where appropriate, to maximise efficiency. Active participation continues in national shared services programmes. Maintain oversight of public service reform developments and ensure co-ordinated response to external decision making which has a bearing on council service delivery. Democracy Matters completed, public service reform activity ongoing. Working with other Boards Work with other Boards to support delivery of priorities across the Programme of Work. Complete. Dependency management, hotspot monitoring, and resource oversight embedded across the Programme. Ensure practical implementation of Change Management Framework. Complete. Change Management Toolkit developed and deployed. Lead engagement with staff, trade unions, and partners about the Programme of Work to ensure understanding and alignment. Communications and engagement activity continuing. Page 51 of 206
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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. Hub model rollout progressing, with further expansion dependent on future capital funding. Align the asset rationalisation strategy with the Leadership and Operating model to ensure coherent phasing and maximise efficiency. Asset, community ownership, and communications actions largely delivered, with estate transition work ongoing. Achievements to date One Service has established the organisational foundations for a more integrated one council approach to service delivery and transformation. Key achievements include implementation of the Leadership and Operating Model, development of workforce planning and succession arrangements, rollout of community and town hubs, introduction of the corporate Change Management Toolkit, strengthened programme governance and benefits realisation arrangements, and the development of integrated service models focused on communities, families, and prevention. Collectively, these changes have strengthened cross-service working, improved organisational alignment, and created a stronger platform for service redesign, public service reform, and continuous improvement. Digital North Lanarkshire has modernised the council's digital foundations and established digital and innovation as key enablers of transformation. Significant achievements include the introduction of new customer relationship management, telephony, housing and social care systems; expansion of online services and self-service channels; improved digital connectivity through public Wi-Fi and network infrastructure investment; development of digital inclusion initiatives; and the introduction of governance arrangements for automation, artificial intelligence, and cyber security. Together, these investments have improved customer experience, strengthened evidence based decision making, enabled more efficient ways of working, and provided the digital infrastructure required to support ongoing service redesign and organisational transformation. Next steps When approved in March 2023, One Service and Digital North Lanarkshire were positioned as enabling programmes supporting delivery of the wider Programme of Work. While this recognised their corporate and cross-cutting nature, delivery was often progressed through a number of separate projects and workstreams. Bringing these priorities together provides an opportunity to create a clearer and more co-ordinated approach that aligns organisational transformation and digital enablement with the delivery requirements of all Programme of Work priorities. As many of the original deliverables have now been completed, embedded within business-as-usual arrangements, or matured into ongoing programmes of activity, the focus is shifting from the delivery of individual projects towards a more integrated approach to service reform, organisational development, and digital enablement. This evolution reflects the need to align transformation, reform, workforce development, digital capability, innovation, and performance improvement across all Programme of Work priorities. Together, One Service and Digital North Lanarkshire will provide the corporate transformation, assurance, workforce, digital and innovation capabilities required to support delivery across Transforming Places, Sustainable Futures, Resilient People, and Brighter Futures, and enable the council's long-term Page 52 of 206
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transformation agenda. This integrated approach will also provide the governance, assurance, and enablement framework required to support delivery of the approved cross-cutting strategic priorities focused on Preventative Public Services, Curriculum Innovation, Connectivity, Artificial Intelligence, Mid-Market Rent, and the Whole Family Additional Support Needs Hub. Strategic delivery priorities Note these are high-level and indicative at this stage, with further detail to be presented through the finalised Delivery Plan. One Service 20. Organisational transformation, service redesign, and organisational service reform through council-wide service redesign, demand management models to support prevention, integrated service delivery, leadership and operating model development, and transformation activity that improves service performance, efficiency, sustainability, and delivery of a stronger one council approach. 21. Workforce capability and organisational capacity through workforce planning, succession planning, leadership development, organisational development, change management, and employee engagement that ensures the council has the people, skills, and capacity required to deliver future service models. 22. Assurance, benefits realisation, and organisational performance through programme governance, delivery assurance, benefits management, performance oversight, and continuous improvement activity that ensures transformation delivers added value, organisational resilience, and long-term sustainability. Digital North Lanarkshire 23. Digital infrastructure, connectivity, and resilience through modern, secure, and integrated technology platforms, connectivity, cyber security, and enterprise architecture that enables efficient, reliable, and resilient service delivery. 24. Innovation, automation, and artificial intelligence through adoption of emerging technologies, intelligent automation, artificial intelligence, and innovation at scale that improves productivity, insight, decision making, and service effectiveness. 25. Customer, community, and workforce digital enablement through digital services, customer experience improvements, digital inclusion, self-service, workforce digital capability, and adoption activity that enables residents, communities, and employees to benefit from modern, accessible, and connected services. Page 53 of 206
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North Lanarkshire Council Report Does this report require to be approved? ☐ Yes ☒ No Ref JMcK Date 17/09/26 From James McKinstry, Chief Officer, Asset & Procurement E-mail McKinstryJ@northlan.gov.uk Executive Summary This report provides an update on the implementation of the Leadership and Operating Model (L&OM) transition towards a place-based model for town and community hubs. It seeks to provide assurance regarding progress against the direction previously agreed by Committee in June 2026. The report highlights three significant developments since that time: 1. Approval has been secured to make the three community hub coordinator posts permanent, providing long-term capacity to sustain delivery, support service redesign and manage the continued expansion of the hub network. 2. A capital investment proposal has been prepared in line with the Committee's previously agreed direction to utilise the existing education estate through incremental retrofit and adaptation projects, concurrent with new development projects. The proposal is aligned with the Sustainable Estate Strategy and gives effect to the principles and priorities set out within the SARIS Strategy previously presented to Committee in December 2023, as well as the Corporate Asset Management Plan (CAMP), School Estate Management Plan (SEMP), and the development of a hub-and- spoke model across North Lanarkshire communities. 3. Performance evidence demonstrates that the operating model is delivering positive outcomes against the approved benefits framework, including increased partnership working, improved utilisation of assets, growth in integrated service delivery and stronger alignment to place, poverty and population health priorities. Orbiston community hub is presented as a case study (Appendix 1 and 2) demonstrating these outcomes in practice. The report also highlights how the transition to a future Leadership and Operating Model is increasingly positioned as a key delivery mechanism for the council's revised Programme of Work, supporting prevention, place-based working, whole family support and stronger community outcomes through future hub expansion and place-based service delivery. Policy & Strategy Committee Leadership & Operating model – progress update Item 5 Page 55 of 206
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Recommendations It is recommended that the Policy & Strategy Committee: (1) Recognise the successful progression of community hub coordinator posts to permanent establishment and their contribution to the long-term sustainability of the community hub operating model. (2) Acknowledge that a capital bid has been prepared to support phased retrofit and adaptation of priority locations within the existing education estate, in line with the approved Leadership and Operating Model, Sustainable Estate Strategy and Community Assets with Schools at the Core (CASC) programme. (3) Consider the positive progress being achieved against the approved Leadership and Operating Model benefits framework. (4) Realise the contribution of Orbiston community hub as an exemplar of integrated place-based delivery and acknowledge the wider community hub operating model as a key delivery mechanism for prevention, whole family support, tackling inequalities and community wellbeing. (5) Agree that future performance reporting continues to be aligned to the benefits framework and operating model maturity programme. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (24) Review and design services around people, communities, and shared resources Programme of Work One Service 1. Background 1.1 In June 2026, Committee received an update on the Leadership and Operating Model and endorsed the continued development of the Community hub programme through a phased approach to transformation, asset optimisation and place-based service delivery. 1.2 The Community hub strategy and delivery form a key element of the Council's One Service approach and is designed to improve accessibility, integration and partnership working by bringing together services, communities and partners within shared local assets. 1.3 The operating model also reflects the Council's increasing focus on preventative public services. By bringing together council services, health partners, third sector organisations and communities within shared local assets, the model seeks to identify need earlier, reduce barriers to access, coordinate support around people and places, and reduce demand for more intensive interventions over time. The approach supports a shift from reactive service provision towards earlier intervention, prevention and community-led solutions. 1.4 The operating model has now progressed beyond initial mobilisation and is demonstrating measurable outcomes across existing community hubs. Lessons learned from delivery are informing future investment, workforce planning and service redesign activity. Page 56 of 206
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2. Report Workforce sustainability and community hub coordinators 2.1 Following approval through the Council's workforce change governance arrangements, the three Community hub Coordinator posts within the Operating Model Delivery Team have been established on a permanent basis. The recruitment process will be concluded in the coming weeks. 2.2 The decision reflects growing evidence that hub coordination is a critical enabler of successful place-based delivery. Coordinators provide operational oversight, partnership development, space management, programme coordination and support the implementation of the ‘No Wrong Door’ approach across communities. 2.3 Permanency provides stability for both staff and partners while reducing recruitment and retention risks. It ensures capacity is available to sustain current operations, support future hub developments and maintain consistency as the operating model transitions towards a more mature Phase 3 position 2.4 As community hubs mature, the coordinator role provides the local leadership and partnership coordination required to support integrated delivery and preventative approaches within communities. Sustainable estate strategy and hub expansion to scale the model 2.5 At its previous meeting, Committee endorsed the strategic direction of expanding community hubs through a blended approach comprising both new developments and the adaptation of existing assets. 2.6 In line with that direction, a Strategic Capital Investment Programme bid has been prepared for consideration as part of the Council's capital planning process. The proposal seeks investment between 2027/28 and 2033/34 to repurpose a number of under-utilised education estate assets and create additional community hub accommodation. 2.7 The proposal aligns with the Sustainable Estate Strategy, including the principles established through the SARIS Strategy presented to Committee in December 2023, together with the Corporate Asset Management Plan and School Estate Management Plan, and supports the Community Assets with Schools at the Core (CASC) approach. 2.8 The programme is designed to retrofit existing education buildings rather than rely solely upon new build solutions, creating community anchor facilities capable of accommodating integrated council, NHS, third sector and community provision. The approach supports: • improved utilisation of existing assets; • early intervention and prevention activity; • delivery of tackling poverty priorities; • population health improvement; • workforce localisation; • estate rationalisation opportunities; and • expansion of the hub-and-spoke operating model. 2.8.1 The proposed retrofit programme is therefore not solely an estate investment. It represents an investment in preventative infrastructure, creating local hubs from which integrated services can work alongside communities to improve outcomes, reduce inequalities and support delivery of preventative public Page 57 of 206
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services closer to where people live. 2.9 The capital proposal represents a significant step towards scaling the operating model across North Lanarkshire while ensuring investment remains aligned with sustainable asset management principles. Benefits framework performance and outcomes 2.10 The Leadership and Operating Model benefits framework was approved to provide a structured approach to measuring whether the transition to community hubs is delivering the intended strategic, operational and community outcomes. The framework measures performance across eight interconnected outcomes designed to support delivery of the plan for North Lanarkshire, community planning priorities and the council's transformation ambitions. 2.10.1 Whilst sections 2.22 to 2.26 in the report and Appendices 1 and 2 focus specifically on performance of Orbiston, wider evidence is summarised below in sections 2.11 to 2.19 and is extracted from the hub performance dashboards. Members will recall these being presented at the June committee. # Outcome 1: More joined-up, accessible and person-centred services 2.11 Evidence demonstrates significant progress in creating more integrated and accessible services at a local level. Across the hub network between 16 and 35 organisations are actively participating within hub governance and delivery arrangements, with over 40 jointly delivered programmes now operating and collaborative activity increasing by 41%. This reflects a shift away from silo-based service delivery towards a coordinated ‘No Wrong Door’ model, providing residents with improved access to support through trusted local locations. # Outcome 2: Earlier intervention and prevention 2.12 The evidence emerging from hub locations demonstrates how co-location and coordinated delivery are helping services intervene earlier in people's lives. Families are increasingly accessing support through trusted community settings before needs escalate. This includes access to financial inclusion advice, family support, health improvement activity, employability support and community learning. 2.13 While the full impact on long-term service demand will require ongoing evaluation, the model is beginning to demonstrate the practical application of preventative public services through earlier identification of need, coordinated responses and reduced fragmentation between services. This reflects the council's wider shift towards preventative public services, where support is delivered earlier, closer to communities and in a more coordinated way to improve outcomes and reduce demand for intensive interventions over time. Page 58 of 206
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# Outcome 3: Better use of public assets and increased efficiency 2.14 The community hub model continues to demonstrate improved utilisation of public assets and increasing value from the council's estate. Across the network, bookings and occupancy levels have increased significantly, with hubs becoming recognised gateways for services and community activity. This supports the Corporate Asset Management Plan objective of maximising value from existing assets while reducing duplication across the wider estate. Orbiston community hub has demonstrated particularly strong growth, reporting substantial increases in bookings, hours of use and community footfall following implementation of the operating model. # Outcome 4: Stronger partnership working and community capacity 2.15 Partnership working continues to strengthen across the hub network, creating additional value through collaboration and shared use of resources. The benefits framework records partner value already being generated within hubs and demonstrates increasing levels of engagement from council services, NHS partners, third sector organisations and community groups. In addition, volunteer opportunities, apprenticeships and placements are emerging through the hub network, helping to build local capacity and community resilience. # Outcome 5: A scalable and sustainable operating model 2.16 A key objective of the operating model is to establish a sustainable platform for long- term transformation. The benefits framework demonstrates strong alignment between hub activity and Local Outcomes Improvement Plan priorities, with all current hub projects aligned to community planning outcomes. Activity across the network is making a measurable contribution to tackling poverty, whole family support, population health and place-based regeneration priorities. These outcomes provide assurance that the model is supporting delivery of strategic policy objectives while creating a scalable approach for future expansion. # Outcome 6: Improved workforce capability and collaborative delivery 2.17 The operating model is supporting more integrated ways of working across services and partners. Hub Delivery Boards bring together multiple organisations around shared local priorities, while co-location arrangements enable staff to work more collaboratively across traditional service boundaries. The recent decision to establish Community hub Coordinator posts on a permanent basis provides a stable workforce foundation to sustain these arrangements and support future expansion of the model. # Outcome 7: Digital enablement and inclusion 2.18 Progress is also being demonstrated in relation to digital inclusion and assisted digital support. Hubs are increasingly being used to provide digitally enabled services, digital awareness programmes and assistance for residents who may face barriers accessing online services. Examples include digital inclusion programmes for older people, inter- generational learning projects and assisted self-service approaches that support wider Digital NL ambitions. Page 59 of 206
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# Outcome 8: Improved coordination and information sharing 2.19 The framework identifies improved coordination and referral pathways as a key outcome of the operating model. Evidence from across the hub network demonstrates growing numbers of joint programmes, coordinated interventions and integrated approaches to supporting families and communities. Partner feedback and case studies consistently highlight improved relationships, faster access to support and stronger referral pathways between organisations. Collectively, these developments are creating the conditions required to embed a sustainable ‘No Wrong Door’ approach across North Lanarkshire. Preventative public services in practice 2.20 The operating model is increasingly providing a foundation for preventative public service delivery across North Lanarkshire. Through integrated local delivery, services are able to work collectively around people, families and communities rather than organisational boundaries. This creates opportunities to identify need earlier, coordinate interventions more effectively, connect residents to community support and reduce reliance on crisis responses. The emerging evidence suggests that the greatest value of the model lies not only in estate efficiencies and improved utilisation, but in its ability to create the conditions for improved long-term outcomes and more sustainable public services. 2.21 Taken together, the evidence from Orbiston (Appendices 1 and 2) and the wider hub network demonstrates that the Leadership and Operating Model has moved beyond implementation and is delivering measurable improvements in collaboration, community impact, asset utilisation and service integration. This provides a strong foundation for the next phase of expansion through new hub developments and targeted retrofit investment. 2.22 The model is increasingly demonstrating how place-based delivery can support prevention, early intervention, whole family support and sustainable public services, while contributing to Programme of Work priorities, emerging LOIP priorities and Health & Social Care and Children's Services Partnership objectives. In doing so, it aligns strongly with Scotland's Public Service Reform Strategy and its emphasis on prevention, joined-up services and efficient, place-based delivery. Orbiston community hub: demonstrating outcomes in practice 2.23 The Orbiston example (Appendix 1) demonstrates preventative public services in practice, with coordinated support helping families address housing, income, wellbeing and family challenges at an earlier stage, reducing the risk of escalation into more intensive and costly interventions while improving outcomes for children and families. 2.24 Located within a community experiencing significant levels of deprivation and child poverty, the hub has brought together education, family learning, council services, NHS services and third-sector partners within a single integrated environment. Over 35 services now operate from the facility, generating over 80,000 visits (to June 2026) while significantly increasing bookings, utilisation and participation. 2.25 The hub demonstrates all eight Benefits Framework outcomes working collectively. Services are more accessible, integrated support is delivered earlier, partnership working has strengthened, asset utilisation has increased and families can access a broader range of coordinated support through a single trusted location. Case study evidence demonstrates how coordinated interventions are helping families improve housing conditions, increase financial resilience, access support more quickly and Page 60 of 206
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improve outcomes for children and young people 2.26 Orbiston provides a practical example of how the benefits framework outcomes can be realised through place-based delivery. The learning, partnership arrangements and evidence emerging from Orbiston will inform future development of the wider hub network and support the continued maturation of the Community hub Operating Model across North Lanarkshire. 2.27 Building on the progress achieved to date, the next phase of implementation will focus on scaling the operating model through both planned new developments and the adaptation of existing assets. This includes opportunities associated with future community hub developments, including Chryston Campus, alongside wider investment proposals aligned to the Sustainable Estate Strategy and Community Assets with Schools at the Core approach. These developments will help extend the reach of integrated local delivery, strengthen community capacity and support the Council's preventative and place-based ambitions. Strategic challenges and next phase considerations 2.28 As the operating model enters its next phase of maturity and expansion, several strategic challenges will require continued focus. The national policy emphasis on prevention and early intervention, whilst aligned to the Community hub approach, requires public services to deliver longer-term transformational change within a period of continuing financial constraint and increasing demand pressures. 2.29 Delivering effective place-based working will require sustained commitment from partners and council services, continued workforce development, strengthened data and intelligence sharing arrangements and the ability to align resources around shared community priorities. In addition, ensuring consistency of delivery across an expanding hub network, while maintaining flexibility to respond to differing local needs, will remain a key consideration. 2.30 Notwithstanding these challenges, the community hub operating model is well positioned to support the council's ambitions for service transformation, prevention and community-led delivery, providing an established framework through which strategic priorities can be translated into measurable local outcomes. 3. Measures of success 3.1 Progress will continue to be monitored through the Leadership and Operating Model Benefits Framework, including: • increased integrated service delivery and partnership activity; • evidence of preventative outcomes through increased early intervention activity, coordinated support pathways and reduced escalation of need where measurable. • increased utilisation of council assets; • improved accessibility to support and services; • increased community participation and engagement; • evidence of earlier intervention and prevention outcomes; • improved alignment to Local Outcomes Improvement Plan priorities; • measurable contribution towards tackling poverty and population health objectives; and • successful delivery of the hub-and-spoke estate strategy Page 61 of 206
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4. Supporting documentation Appendix 1: Orbiston Community Hub case study Appendix 2: Orbiston Community hub dashboard James McKinstry Chief Officer, Asset & Procurement 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 operating model supports improved local access to services, particularly within communities experiencing socio-economic disadvantage and inequalities. It contributes directly to tackling poverty, improving accessibility and reducing barriers to support. 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 Assessment completed and live document, not yet published. Yes ☐ No ☒ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? A capital bid valued at approximately £7.5m has been submitted to support hub expansion through estate retrofit. Improved asset utilisation, co-location and service redesign are expected to improve long-term value from council assets. The capital bid process will be followed. 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 62 of 206
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Permanent establishment of Community hub Coordinator posts strengthens workforce sustainability and supports continuation of the operating model. This has been approved through workforce change steering group. 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 If Yes, ☐ has a Data No Protection Im ☐ pact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The Leadership and Operating Model supports digital inclusion and the delivery of digitally enabled services through community hubs. Hub locations provide assisted digital support, digital skills programmes and access to online council and partner services, helping residents overcome barriers to digital access and participation. The approach contributes to Digital NL ambitions by improving digital inclusion, supporting service accessibility and enabling more integrated service delivery within communities. Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The proposed expansion of community hubs through retrofit and adaptation of existing education estate assets supports the Council's Sustainable Estate Strategy and may contribute to improved utilisation of existing buildings, estate rationalisation opportunities and reduced carbon impacts when compared with Page 63 of 206
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reliance on new-build development. Detailed environmental and carbon assessments will be undertaken as part of individual capital projects. 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? Future communications opportunities associated with capital investment approvals and community hub expansion. 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? Failure to maintain coordination capacity or invest in the sustainable estate programme would risk fragmentation of service delivery, reduced asset utilisation and slower progression of the operating model. 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). The model supports whole family approaches, early intervention, improved access to services and enhanced support for children and young people across North Lanarkshire with key dependencies to the Resilient People POW. If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☒ No ☐ Page 64 of 206
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Appendix 1 Orbiston Community hub: Case study, Enabling place-based integrated support and better outcomes in Bellshill Bellshill context, need and strategic alignment Indicator Bellshill Data Our challenge Children in low-income families 28% Direct child poverty pressure Young people in income-deprived areas 36% Future poverty risk Free school meal eligibility 24.9% Household income vulnerability Population in most deprived SIMD 20% 37.9% Concentrated deprivation Poverty & food insecurity Community resilience & participation Mental health & emotional wellbeing Digital inclusion Community Safety Page 65 of 206
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The Orbiston Community Hub model Community Hub enabling integrated service provision Orbiston Hub, a £43m investment, combines schools, family learning, and community services in an accessible location No wrong door approach Families access multiple supports through a trusted and connected local setting reducing barriers to engagement. Co-ordinated and relationship led-practice Services share governance, align delivery, and adapt collectively to meet local priorities and emerging needs. Community anchor and early intervention Through our working with communities approach we can co-design solutions that are sustainable and scalable. The hub supports early intervention and increased community use, enhancing service visibility and family wellbeing. Page 66 of 206
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Improved relationships, coordination and partnership delivery Strong Partnership Working Deliberate coordination and relationship-building enable effective partnership among Council, NHS, third-sector organisations and community groups. Central Coordination Role The Community Hub Coordinator ensures accountability for intake, triage, space management, and agency alignment. Improved Multi-Agency Engagement Increased engagement results in timely responses and clear pathways across housing, family support, health and wellbeing services. Trauma-Informed Practice Structured environment supports sensitive, consistent responses to families experiencing poverty and stress. Page 67 of 206
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Jan-Jul 26 Demand, reach and community utilisation 190% 95 276% 93,031 Jan-Jul 26 11% Page 68 of 206
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u atin Financial impact & value generated total income NEW pitch income partner value £61.5k COMBINED VALUE GENERATED £62.7k Broadly balanced operating model with significantly increased utilisation & community access. £50k £35k £11.5k • OPERATING COSTS Page 69 of 206
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Positive impacts on housing stability and poverty outcomes Early Coordinated Intervention Routine contact points identify housing issues early, allowing support to be integrated before crisis emerges. Integrated Family Support Housing, financial inclusion, and welfare advice are combined to reduce stigma and improve service uptake. Holistic Approach to Wellbeing Addressing income, debt, mental health, and parenting pressures stabilises households and prevents costly interventions. Improved Outcomes and Accessibility Families access help earlier, sustaining tenancies and providing children a stable home and learning environments. Page 70 of 206
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Whole family support in practice Integrated Family Support The hub aims to provide coordinated plans reflecting real family needs, moving beyond fragmented individual services. Multi-Service Access Families access education, housing, income, health and wellbeing, and community services in a trusted location. Early Identification and Collaboration Schools and partners identify issues early, enabling collaborative case coordination and stronger trust. Building Family Resilience Joined-up, respectful support improves engagement, builds resilience, and helps children thrive despite challenges. Page 71 of 206
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Feedback from services The hub has played a key role in establishing and growing our service: • Created a consistent, sustainable local presence • Enabled strong engagement and participant retention • Improved confidence, wellbeing, and daily functioning • Reduced the need for residents to travel outside the area for support • Built peer networks, reducing isolation and increasing connection • Provided access to specialist ADHD support not previously available locally The hubs have improved support for carers by: • Providing a safe, private space to talk openly • Allowing carers to access support closer to home, reducing time away from caring roles • Enabling better signposting to relevant services • Giving staff a local base, reducing travel and improving efficiency The hubs enable us to: • Meet families in a comfortable, neutral space when home visits aren’t suitable • Deliver a wider range of groups and activities in one central location • Provide flexible, responsive support tailored to local needs • Maintain consistent engagement within the community The hubs have strengthened our work by providing: • Welcoming, non-clinical spaces where people feel comfortable • Greater visibility within local communities • Easier partnership working and signposting • Stronger connections with other organisations The hub has enhanced our delivery by providing: • Opportunities for joint school and family learning, supporting integration within the shared campus • Access to flexible spaces with a variety of room sizes • Increased visibility to families, particularly those visiting nearby schools • A dedicated family room, offering a consistent, welcoming environment • Improved storage and access to resources, supporting effective delivery Page 72 of 206
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Learning, value and future potential Efficiency and Coordination Hub Coordinators enable efficiency, demand management, and partnership alignment, contributing to a reduction in crisis escalation. Transferable Learning Orbiston offers lessons that co-location combined with shared governance and relationship-led practice enhances outcomes for local people. Operational Sustainability Orbiston hub improves asset use and generates income supporting caretaking and facilities management sustainably. Scalable Place-Based Model The model supports housing stability, child poverty reduction, and whole-family support aligning policy and delivery. Page 73 of 206
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North Lanarkshire Council Report Policy and Strategy Committee Does this report require to be approved? ☒ Yes ☐ No Ref SL/REB Date 17/09/26 School Sanitary Accommodation – Update on Legislative Requirements and Feasibility Review From Stephen Llewellyn, Acting Depute Chief Executive E-mail LlewellynS@northlan.gov.uk Executive Summary The School Premises (General Requirements and Standards) (Scotland) Regulations 1967 prescribe the minimum standards for school accommodation in Scotland, including requirements relating to pupil sanitary accommodation. In particular, Regulation 15 specifies the minimum number of sanitary appliances and wash hand basins, requires separate sanitary accommodation for boys and girls, requires wash hand basins to be located adjacent to sanitary facilities, and requires toilet cubicles to provide privacy through lockable doors and suitable partitions. On 4 June 2026, the Court of Session issued a judgment which considered the interpretation of Regulation 15. The Court concluded that the requirement for separate sanitary accommodation extends not only to toilets but also to the associated wash hand basin facilities. The judgment has prompted local authorities across Scotland to review existing toilet provision within their school estates to assess compliance with the Regulations. Separately, the Scottish Government has undertaken a national consultation on proposals to modernise the School Premises (General Requirements and Standards) (Scotland) Regulations 1967. The consultation recognised that the existing Regulations no longer fully reflect modern educational environments and proposed a range of updates, including changes to sanitary accommodation requirements. The consultation has now concluded and revised Regulations are awaited. In response to these developments, officers have undertaken an initial review of toilet provision across the Council's school estate. While the majority of schools appear to comply with the current legislative requirements, a number of schools have been identified where further investigation is required. Feasibility studies will therefore be undertaken to assess the existing layouts, identify any changes that may be required, and provide an evidence base to inform future decision-making. The review will also provide an opportunity to ensure that toilet provision across North Lanarkshire schools is aligned with the Equality and Human Rights Commission's revised Code of Practice for Services, Public Functions and Associations, together with the updated School Premises (General Requirements and Standards) (Scotland) Regulations once these are published. This report provides members with an overview of the current legislative position, the implications of the Court of Session judgment, and the programme of feasibility work that is now being undertaken across the Council's school estate. Item 6 Page 75 of 206
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1. Background 1.1 The School Premises (General Requirements and Standards) (Scotland) Regulations 1967 prescribe the minimum standards for accommodation within Scottish schools, including requirements relating to pupil sanitary accommodation. 1.2 In June 2026, the Court of Session issued its judgment in proceedings involving West Lothian Council concerning the interpretation of Regulation 15 of the 1967 Regulations. The Court concluded that the term "sanitary accommodation" includes both toilet facilities and associated wash hand basins and that, where separate sanitary accommodation is required for boys and girls, the associated wash hand washing facilities must also form part of that separate accommodation. 1.3 The judgment has prompted local authorities throughout Scotland to review existing toilet provision within their school estates to determine whether current arrangements comply with the Court's interpretation of the Regulations. 1.4 Separately, the Scottish Government consulted during late 2025 and early 2026 on proposals to modernise the School Premises Regulations. The consultation recognised that the existing Regulations are almost sixty years old and no longer reflect modern educational environments or contemporary approaches to accessibility, equality and inclusion. At the time of writing, the outcome of that consultation has not yet been published. Recommendations It is recommended that Policy and Strategy Committee: (1) Acknowledges the Court of Session judgment concerning school sanitary accommodation and the interpretation of the School Premises (General Requirements and Standards) (Scotland) Regulations 1967; (2) Acknowledges the Scottish Government's ongoing review of the School Premises Regulations and that revised statutory guidance and regulations are anticipated following the recent national consultation; (3) Acknowledges that officers have undertaken an initial review of school toilet provision across the Council estate; and (4) Acknowledges that feasibility studies will now be undertaken at those schools where further investigation is considered necessary to determine whether any design changes may be required to ensure continued compliance with statutory requirements. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Programme of Work Statutory / corporate / service requirement Page 76 of 206
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1.5 Given the legal judgment and the anticipated changes to national legislation, officers have undertaken an initial review of sanitary accommodation across North Lanarkshire schools, including the configuration of toilet and associated wash hand basin facilities. 2. Report 2.1 Regulation 15 of the School Premises (General Requirements and Standards) (Scotland) Regulations 1967 sets out the minimum standards for sanitary accommodation in schools. The Regulations require: • An appropriate number of sanitary appliances based upon school roll; • Separate sanitary accommodation for boys and girls; • Wash basins to be situated adjacent to sanitary appliances; • Lockable cubicles providing privacy; and • Provision for sanitary waste disposal where appropriate. 2.2 The Court of Session has confirmed that sanitary accommodation should be interpreted as comprising both toilet facilities and associated wash hand basins. Consequently, where sanitary accommodation is provided separately for boys and girls, the wash hand basin facilities associated with that accommodation should also be provided separately. 2.3 Although the Scottish Government has consulted upon amendments to the Regulations, including removing the requirement for separate numerical allocations for boys and girls and removing the statutory requirement for urinals, the existing Regulations remain in force until amended. Review of the Council Estate 2.4 Following the Court judgment, officers undertook an initial review of pupil sanitary accommodation across the Council's school estate, including the configuration of toilet and associated wash hand basin facilities. The review identified that the overwhelming majority of schools continue to comply with the requirements of the current Regulations. 2.5 However, a limited number of more recently constructed schools contain communal wash hand basin arrangements serving separately designated toilet cubicles. These arrangements reflected accepted design practice at the time the schools were designed and constructed and were consistent with Scottish Government and approaches to school design which recognised the importance of creating safe, supportive and well-supervised environments. The design rationale included facilitating passive supervision, reducing opportunities for antisocial behaviour and supporting safeguarding within school environments. 2.6 In light of the Court's interpretation of the Regulations, these arrangements require further detailed consideration to determine whether the configuration of the toilet and associated wash hand basin facilities complies with the current statutory requirements. Feasibility Studies 2.7 An initial assessment has identified 13 school campuses where communal wash hand basin arrangements require further investigation. The purpose of the feasibility studies will be to: Page 77 of 206
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• Examine each individual layout; • Determine whether the existing configuration of toilet and associated wash hand basin facilities complies with the Court's interpretation of the Regulations; • Identify whether operational changes could address any issues; • Consider whether minor or major building alterations to toilet and/or associated hand wash basin facilities may be required; • Identify any implications for accessibility, safeguarding and equality; • Provide estimated capital costs for any proposed alterations; • Consider whether alternative layouts or operational arrangements could provide a compliant solution while maintaining appropriate standards of privacy, accessibility, safeguarding and supervision; and • Establish an appropriate programme should works ultimately be required. 2.8 The feasibility studies will not commit the Council to undertaking physical alterations. Rather, they will provide the information required to support future decision-making. The studies will also enable officers to take account of: • Any revised School Premises Regulations published by the Scottish Government; • Updated guidance from the Equality and Human Rights Commission; • Emerging good practice across Scottish local authorities; and • Any additional national guidance issued following the Government consultation. 2.9 The feasibility studies will assess the existing sanitary accommodation arrangements at each individual school, including the configuration of toilet and associated wash hand basin facilities, to determine whether any changes are required to ensure compliance with current legislative requirements. The studies will identify potential options, including operational changes, minor adaptations or more significant capital works, together with indicative costs and implementation considerations. 2.10 Should the feasibility studies identify that capital investment is required, officers will prepare an appropriate bid for consideration through the Strategic Capital Delivery Group. Subject to approval of any necessary funding, any approved works will be delivered through the Council’s established capital project governance arrangements in line with other capital investment projects. Conclusion 2.11 The recent Court of Session judgment has clarified the interpretation of the School Premises (General Requirements and Standards) (Scotland) Regulations 1967 in relation to school sanitary accommodation. 2.12 North Lanarkshire Council has responded proactively by undertaking an initial review of sanitary accommodation across its school estate. While the majority of schools appear unaffected, a number of newer facilities with communal wash hand basin arrangements serving separately designated toilet facilities require more detailed technical assessment. 2.13 The commissioning of feasibility studies represents a proportionate and evidence- based approach that will enable the Council to understand the implications of the judgment, consider any future changes required, and ensure that decisions are informed by both the forthcoming Scottish Government reforms and updated national guidance. Page 78 of 206
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3. Measures of success 3.1 The success of this work will be measured through: • Completion of feasibility studies for all identified schools within the agreed programme; • Development of a comprehensive evidence base to inform future decision- making; • Continued compliance with statutory requirements and emerging national guidance; • Identification of proportionate and cost-effective solutions where changes are required; • Alignment of future school design standards with revised Scottish Government regulations and guidance; and • Assurance to members that the Council is managing legal, operational and financial risks associated with school sanitary accommodation in an appropriate and transparent manner. 4. Supporting documentation None. Stephen Llewellyn Acting Depute Chief Executive Page 79 of 206
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? There are financial implications associated with undertaking feasibility studies to assess the identified schools which will be met from existing budgets. The studies will determine whether any physical alterations are required and will provide estimated costs for any future capital works. Any funding requirements arising from the review will be reported to Committee as part of a future 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? The report concerns the Council's statutory obligations under the School Premises (General Requirements and Standards) (Scotland) Regulations 1967 and follows the Court of Session judgment in the petition of DE and FG against West Lothian Council, which clarified the interpretation of Regulation 15 relating to sanitary accommodation. The report also notes the Scottish Government's consultation on proposed amendments to the Regulations and the need to consider any revised legislative requirements once published. Page 80 of 206
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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? There is likely to be public and stakeholder interest in this matter given the Court of Session judgment and the Scottish Government's ongoing review of the Regulations. Appropriate communications will be developed should any future changes to school facilities be required. 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? There is a legal and reputational risk if the Council does not appropriately consider the implications of the Court of Session judgment and future legislative changes. The feasibility studies are intended to identify any areas requiring action and provide an evidence base for future decisions, thereby supporting the management of legal, financial and operational risks. Any significant risks will be managed through the appropriate Service and Project Risk Registers as the work progresses. Page 81 of 206
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5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ 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). The report relates directly to toilet provision within Council schools and therefore affects children and young people. The review seeks to ensure that school facilities meet statutory requirements and continue to provide safe, appropriate, accessible and dignified sanitary accommodation for pupils. If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☒ Page 82 of 206
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North Lanarkshire Council Report Policy and Strategy Committee Does this report require to be approved? ☒ Yes ☐ No Ref SL/LP/REB Date 17/09/26 Revised Community Ownership and Management of Council-Owned Assets Policy From Stephen Llewellyn, Depute Chief Executive E-mail LlewellynS@northlan.gov.uk Executive Summary The purpose of this report is to seek approval of the revised Community Ownership and Management of Council-Owned Assets Policy (the "Policy"), attached at Appendix 1. The Policy has been comprehensively reviewed to ensure that it continues to provide an effective, transparent and consistent framework for the consideration of requests from community organisations seeking to own, lease or manage Council-owned assets. The review reflects changes in legislation, evolving best practice, operational experience gained since the Policy was first implemented, recommendations arising from internal audit activity, and the Council's continuing commitment to community empowerment and community wealth building. Community ownership and management of assets remain an important mechanism through which the Council supports the ambitions set out in The Plan for North Lanarkshire, enabling communities to play a greater role in the stewardship and delivery of local facilities and services where this delivers demonstrable community benefit. The revised Policy reinforces the Council's commitment to working collaboratively with communities whilst ensuring that public assets continue to be managed responsibly, transparently and in accordance with statutory obligations. The review has considered the operation of the existing Policy, feedback from officers involved in administering Community Asset Transfer (CAT) requests, practical experience gained through previous applications, and recommendations arising from Internal Audit. Attention has been given to strengthening governance arrangements, improving clarity around eligibility criteria, refining assessment processes and ensuring that decision- making arrangements are more clearly defined and consistently applied. The revised Policy introduces a number of significant improvements, including: • clearer policy objectives and guiding principles; • revised eligibility requirements for applicant organisations; • a more structured assessment and governance process; • enhanced guidance on the different types of requests that may be made; • strengthened arrangements for decision-making, monitoring and reporting; • improved clarity around the respective roles of officers, senior management and Elected Members; • clear governance arrangements for Community Asset Transfer applications; and Item 7 Page 83 of 206
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• alignment with current statutory guidance issued under the Community Empowerment (Scotland) Act 2015. A significant enhancement within the revised Policy is the introduction of a dedicated section addressing Common Good Assets. Whilst Community Asset Transfer legislation applies to Common Good property, such assets are also subject to additional legal principles and governance considerations arising from Common Good law. Historically, these arrangements have not been expressly reflected within the Council's Community Ownership and Management of Assets Policy. Growing interest from community organisations in acquiring or managing Common Good property, together with the Council's ongoing work to strengthen the governance of Common Good assets generally, has highlighted the need for a clear policy framework to support future decision making. The revised Policy therefore establishes, for the first time, specific policy provisions governing Community Asset Transfer applications affecting Common Good property. The new section recognises the Council's statutory responsibilities in relation to Common Good property, requires early identification of Common Good assets during the assessment process, establishes the need for appropriate legal review and governance, and confirms that Community Asset Transfer applications involving Common Good property will be subject to additional considerations reflecting the Council's fiduciary responsibilities. To support implementation of these provisions, a new Common Good Assets Operational Protocol has also been prepared. The Protocol provides officers with a structured operational process covering identification of Common Good assets, legal determination, consultation requirements, governance arrangements and decision-making processes. Separating operational guidance from the Policy itself provides flexibility to amend administrative procedures in response to operational experience The review has been undertaken collaboratively across a number of Council services, including Community Partnership, Asset and Procurement, Community Operations, Finance and Technology and Legal, Democratic and Strategy. At the time of submission of this report, the operational assessment process is under review along with that of associated paperwork. The outcome of this review is not expected to alter the overall policy direction or governance framework but are intended to strengthen the operational procedures associated with the implementation of this Policy and will result in a comprehensive suite of support materials to accompany the final published policy. Following approval in principle by Committee and completion of the procedure review and paperwork, officers will ensure that key documents such as flowcharts, assessment documentation and operational guidance are clearly published on the council’s website alongside the Policy. Appropriate officer training and communication with community organisations will also be undertaken to support implementation. Approval of the revised Policy will provide the Council with a modern, comprehensive and legally robust framework for community ownership and management of Council assets, whilst ensuring that Community Asset Transfer applications involving Common Good property are considered in a transparent, consistent and legally compliant manner. Recommendations It is recommended that Policy and Resources Committee: Page 84 of 206
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1. Background 1.1 North Lanarkshire Council is committed to supporting community empowerment and enabling communities to participate more fully in the ownership, management and stewardship of local assets where this will deliver sustainable community benefit and contribute to the priorities set out in The Plan for North Lanarkshire. 1.2 The Council's existing Community Ownership and Management of Council-Owned Assets Policy provides the framework through which requests for Community Asset Transfer, community leases, participation requests and other forms of community management are considered. The Policy supports implementation of Part 5 of the Community Empowerment (Scotland) Act 2015 whilst providing a broader corporate framework for considering requests that fall outwith the statutory Community Asset Transfer regime. 1.3 Since the Policy was introduced, the Council has gained significant practical experience through the assessment and determination of Community Asset Transfer requests and other community asset proposals. This experience has highlighted opportunities to improve clarity, strengthen governance arrangements and ensure greater consistency in the assessment and decision-making process. (1) Approves the revised Community Ownership and Management of Council-Owned Assets Policy, attached at Appendix 1, as the Council's policy framework for the consideration of Community Asset Transfer requests, community leases, participation requests and other community ownership and management arrangements; (2) Approves the inclusion within the Policy of a dedicated section relating to Common Good Assets together with the supporting Common Good Assets Operational Protocol; (3) Acknowledge that an operational review of process and paperwork is still underway to support the implementation of the policy requiring finalisation by relevant Council services, including Legal, Democratic and Strategy, Estates, Community Partnerships and Asset and Procurement, and delegates authority to the Acting Depute Chief Executive, in consultation with the Chief Officer (Legal, Democratic and Strategy), to approve any minor drafting, technical, operational or presentational amendments required prior to publication, provided these do not materially alter the policy intent approved by Committee; and (4) Acknowledge that the operation of the Policy will be monitored through existing governance arrangements and reported annually to the appropriate Committee as part of the Council's statutory reporting requirements under the Community Empowerment (Scotland) Act 2015. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Programme of Work Statutory / corporate / service requirement Page 85 of 206
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1.4 In addition, Internal Audit has undertaken reviews of aspects of the Community Asset Transfer process and identified opportunities to strengthen documentation, improve transparency of assessment criteria, clarify eligibility requirements and enhance governance and record keeping. Officers have incorporated these recommendations throughout the revised Policy to ensure that it reflects current best practice and supports consistent decision making. 1.5 During the review process, increasing interest has also been expressed by community organisations in relation to assets held within the Common Good. Whilst Community Asset Transfer legislation applies to Common Good property, such assets are subject to additional legal considerations and governance requirements. The absence of specific policy provisions dealing with Common Good assets presented an opportunity to strengthen the Council's governance framework and provide greater certainty for both officers and applicant organisations. 1.6 The revised Policy therefore introduces a dedicated section addressing Community Asset Transfer requests involving Common Good property together with a supporting Operational Protocol setting out the practical procedures to be followed where such applications are received. This work complements the Council's wider programme of work relating to the governance and management of Common Good assets and has been developed in close collaboration with Legal, Democratic and Strategy, recognising that further work in this area will continue as the Council's broader Common Good review progresses. 1.7 The review has also provided an opportunity to modernise the Policy, improve readability, update references to current legislation and guidance, clarify governance arrangements, strengthen officer responsibilities and align supporting documentation with current operational practice. The revised Policy is intended to provide a comprehensive and sustainable framework that supports both community aspirations and the Council's responsibility to safeguard public assets and ensure robust governance for future Community Asset Transfer activity. 2. Report 2.1 The Community Ownership and Management of Council-Owned Assets Policy has been subject to a comprehensive review to ensure that it continues to provide an effective, transparent and legally robust framework for the consideration of requests from community organisations seeking ownership, lease or management of Council- owned assets. 2.2 The review has been undertaken in recognition of the increasing importance of community empowerment as a key component of public service delivery and place- based regeneration. Community organisations continue to demonstrate a growing interest in taking a greater role in the ownership and management of local assets, particularly where such arrangements can contribute to improved service delivery, enhanced community resilience, increased participation and the long-term sustainability of valued local facilities. 2.3 Whilst the existing Policy has provided an appropriate framework since its introduction, operational experience has identified a number of areas where greater clarity, consistency and strengthened governance would benefit both applicants and the Council. In addition, changes in legislation, statutory guidance, organisational structures and operational practice have made it appropriate to undertake a full review rather than incremental amendment. Page 86 of 206
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2.4 The review has therefore sought not only to update the existing Policy but to modernise its structure, improve accessibility, strengthen governance arrangements and ensure that the Policy reflects current legislation, best practice and the Council's strategic priorities. 2.5 The revised Policy continues to promote community empowerment whilst ensuring that decisions relating to the management, lease or disposal of Council assets are taken transparently, consistently and in accordance with the Council's statutory and fiduciary responsibilities. Legislative and Strategic Context 2.6 The revised Policy has been developed within the framework of the Community Empowerment (Scotland) Act 2015 and reflects the statutory guidance issued by the Scottish Ministers relating to Community Asset Transfer and Participation Requests. 2.7 The Policy also supports the Council's wider strategic objectives contained within The Plan for North Lanarkshire by encouraging greater community participation, supporting sustainable community organisations and enabling communities to play an enhanced role in the stewardship and delivery of local services where appropriate. 2.8 The Policy has been prepared having regard to wider legislation and guidance affecting property management, governance, local government finance, best value and the Council's statutory responsibilities in relation to Common Good property. 2.9 The intention is that a single corporate policy provides a consistent framework for all community ownership and management requests whilst recognising that different legislative requirements may apply depending upon the nature of the request, the status of the applicant organisation and the asset concerned. Operational Review and Learning 2.10 The review has been informed by practical experience gained through the administration of Community Asset Transfer applications since implementation of the Community Empowerment (Scotland) Act 2015. 2.11 Officers from Community Partnerships, Estates, Legal, Democratic and Strategy, Asset and Procurement, Finance and other relevant services have considered the operation of the existing arrangements and identified opportunities to improve consistency, reduce duplication and provide greater clarity for applicants throughout the assessment process. 2.12 In particular the review has sought to: • improve the structure and readability of the Policy; • provide clearer guidance on eligibility requirements; • strengthen governance and decision-making arrangements; • clarify the responsibilities of officers and applicant organisations; • improve transparency around assessment criteria; • better align operational processes with statutory timescales; • improve record keeping and auditability; and • introduce clearer supporting operational guidance. Page 87 of 206
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2.13 The revised Policy reflects these improvements whilst maintaining flexibility to consider each application on its individual merits. Internal Audit Recommendations 2.14 Internal Audit has undertaken reviews of elements of the Community Asset Transfer process and identified a number of recommendations aimed at strengthening governance, improving consistency and enhancing transparency. 2.15 The review of the Policy has provided an opportunity to incorporate these recommendations into a single corporate framework. Key improvements include: • clearer eligibility requirements for applicant organisations; • more explicit assessment criteria; • strengthened governance arrangements; • improved documentation of officer responsibilities; • enhanced conflict of interest arrangements; • improved audit trails and record management; • clearer reporting and monitoring arrangements; • strengthened annual reporting commitments; and • greater clarity regarding decision-making and review processes. 2.16 These changes are intended to support consistent application of the Policy whilst providing greater assurance regarding compliance with statutory requirements and good governance principles. Engagement Across Council Services 2.17 The review has been undertaken collaboratively across a range of Council services reflecting the corporate nature of Community Asset Transfer and community ownership. 2.18 Officers from Community Partnerships have led the review in consultation with Asset and Procurement, Estates, Legal, Democratic and Strategy, Finance and other relevant services. 2.19 This collaborative approach has ensured that operational experience, legal requirements, governance considerations and property management issues have all informed the revised Policy. 2.20 The review has also enabled officers to standardise terminology, remove duplication, strengthen governance arrangements and ensure that the Policy reflects current organisational structures and operational responsibilities. Introduction of Common Good Provisions 2.21 One of the most significant developments arising from the review is the inclusion of dedicated provisions relating to Community Asset Transfer applications affecting Common Good property permitting Community Asset Transfer Requests to be made over Common Good Property. 2.22 Historically, the Council's Community Asset Transfer Policy has not contained specific guidance addressing Common Good assets as they were outwith the scope of the previous Policy. Whilst Community Asset Transfer legislation applies to Common Page 88 of 206
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Good property, the Council also has additional legal obligations arising from the historic nature of Common Good assets and the common law duties associated with their management. 2.23 Recent interest from community organisations in relation to Common Good property, together with the Council's wider programme of work concerning Common Good governance, has highlighted the importance of incorporating these requirements within the Council's Community Asset Transfer framework. The revised Policy therefore establishes a dedicated section setting out the principles governing Community Asset Transfer applications involving Common Good property. The new section: • recognises the Council's statutory and fiduciary responsibilities; • requires early identification of Common Good assets; • establishes the requirement for appropriate legal review; • identifies additional governance considerations; • confirms that statutory consultation requirements will be observed where applicable; • recognises the distinction between alienable and inalienable Common Good property where relevant; and • ensures that Community Asset Transfer legislation is applied alongside the Council's wider legal obligations relating to Common Good property. 2.24 The inclusion of these provisions represents a significant strengthening of the Council's governance arrangements and provides greater flexibility for applicants to make requests over Common Good Property. Common Good Assets Operational Protocol 2.25 To complement the new policy provisions, officers have developed a dedicated Common Good Assets Operational Protocol. Rather than incorporating detailed operational procedures within the Policy itself, the Protocol provides officers with practical guidance covering each stage of the assessment and decision-making process. The Protocol establishes a structured process covering: • validation and initial screening; • dentification of potential Common Good assets; • legal determination of Common Good status; • officer assessment; • Leadership Group consideration; • statutory consultation where required; • consideration of representations; • Committee determination; • implementation of decisions; • record keeping; • monitoring and review; and • indicative process timescales. 2.26 An indicative process timeline has also been prepared to assist officers in planning Community Asset Transfer applications involving Common Good property whilst recognising that statutory timescales, Committee cycles and legal requirements may require flexibility. Separating operational procedures from the Policy allows future amendments to administrative processes to be made without requiring formal amendment of the overarching Policy, whilst ensuring that the Policy remains the Council's principal governance document. Page 89 of 206
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Governance Arrangements 2.27 The review has strengthened governance arrangements throughout the Policy. Greater clarity has been provided regarding the respective roles of officers, assessment panels, the Community Asset Leadership Group, Chief Officers and Committees. Assessment criteria have been further defined to promote consistency and transparency, whilst governance arrangements have been strengthened through improved reporting requirements, clearer conflict of interest arrangements and enhanced record management provisions. 2.28 The revised Policy also provides greater clarity regarding review and appeal arrangements under the Community Empowerment (Scotland) Act 2015 together with annual reporting requirements to both the Council and the Scottish Government. Overall, these changes strengthen corporate governance whilst ensuring that decision- making remains proportionate, transparent and evidence-based. Outstanding Matters Prior to Publication 2.29 Although the substantive review has been completed, a number of operational matters remain subject to final confirmation for publication to support implementation of the revised Policy. . At the time of submission of this report, the operational assessment process is under review along with that of associated paperwork. The outcome of this review is not expected to alter the overall policy direction or governance framework but are intended to strengthen the operational procedures associated with the implementation of this Policy and will result in a comprehensive suite of support materials to accompany the final published policy. Following approval in principle by Committee and completion of the procedure review and paperwork, officers will ensure that key documents such as flowcharts, assessment documentation and operational guidance are clearly published on the council’s website alongside the Policy. Appropriate officer training and communication with community organisations will also be undertaken to support implementation. 2.30 These outstanding matters are technical and operational in nature and are not expected to alter the strategic direction, governance principles or policy intent contained within the revised Policy. Accordingly, it is proposed that authority be delegated to the relevant Chief Officers to approve any necessary technical, legal or operational amendments prior to publication. Implementation Arrangements 2.31 Subject to Committee approval, officers will publish the policy and complete the outstanding amendments identified to support implementation of the revised Policy. Implementation will include: • publication of the revised Policy and associated appendices; • updating officer guidance; • updating information published on the Council's website; and • incorporation of the revised procedures into day-to-day operational practice. Future Development 2.32 The review represents a significant milestone in strengthening the Council's Community Asset Transfer framework; however, it is recognised that the Policy will Page 90 of 206
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continue to evolve as legislation, operational experience and best practice develop. Future work will include: • review of the Common Good Assets Operational Protocol; • monitoring of Community Asset Transfer outcomes; • review of assessment criteria and supporting documentation; • updating process flowcharts where required; • incorporating learning from future Community Asset Transfer applications; • monitoring developments in legislation and case law; • supporting the Council's wider programme of work relating to Common Good • governance; and • periodic review of the Policy through the Council's established governance • arrangements. 2.33 Annual reporting to Committee will provide an opportunity to monitor the effectiveness of the Policy, identify emerging issues and ensure that the Council's arrangements continue to reflect legislative requirements, operational experience and the aspirations of North Lanarkshire's communities. Conclusion 2.34 The Community Ownership and Management of Council-Owned Assets Policy has been comprehensively reviewed to ensure that it continues to provide a clear, transparent and robust framework for the consideration of Community Asset Transfer requests, community leases, participation requests and other community ownership and management arrangements. 2.35 The review has been informed by operational experience, legislative developments, statutory guidance, recommendations arising from Internal Audit and collaborative engagement across a number of Council services. The revised Policy reflects current best practice and strengthens the Council's governance framework whilst maintaining its commitment to supporting community empowerment and enabling communities to play an active role in the ownership and management of local assets. 2.36 The revised Policy introduces a number of important enhancements, including strengthened eligibility requirements, clearer assessment criteria, improved governance arrangements, enhanced decision-making processes and more comprehensive guidance for both officers and applicant organisations. These improvements will support greater consistency, transparency and accountability in the assessment of applications whilst ensuring that decisions continue to balance community aspirations with the Council's statutory duties, financial responsibilities and strategic priorities. 2.37 A significant development within the revised Policy is the introduction of a dedicated section addressing Community Asset Transfer applications involving Common Good property. This provides, for the first time, a clear policy framework recognising the additional legal and governance considerations associated with Common Good assets and establishes the requirement for a structured operational process through the accompanying Common Good Assets Operational Protocol. Together, these documents strengthen the Council's governance arrangements and provide greater certainty for officers, applicants and Elected Members when considering future applications involving Common Good property. Page 91 of 206
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2.38 The review also recognises that Community Asset Transfer is an evolving area of policy and practice. While the substantive review has been completed, Although the substantive review has been completed, a number of operational matters remain subject to final confirmation for publication to support implementation of the revised Policy. . At the time of submission of this report, the operational assessment process is under review along with that of associated paperwork. The outcome of this review is not expected to alter the overall policy direction or governance framework but are intended to strengthen the operational procedures associated with the implementation of this Policy and will result in a comprehensive suite of support materials to accompany the final published policy. 2.39 Following approval in principle by Committee and completion of the procedure review and paperwork, officers will ensure that key documents such as flowcharts, assessment documentation and operational guidance are clearly published on the council’s website alongside the Policy. Appropriate officer training and communication with community organisations will also be undertaken to support implementation. 2.40 Approval of the revised Policy will provide North Lanarkshire Council with a modern, comprehensive and legally robust framework that supports community empowerment whilst ensuring that Council assets, including Common Good property, continue to be managed in accordance with the principles of good governance, transparency, accountability and best value. 3. Measures of success 3.1 The effectiveness of the revised Community Ownership and Management of Council- Owned Assets Policy will be monitored through existing corporate governance arrangements and will be measured against a range of qualitative and quantitative indicators, including: 3.1.1 implementation of the revised Policy and supporting operational documentation across all relevant Council services; 3.1.2 publication of the revised Common Good Assets Operational Protocol and associated guidance; 3.1.3 completion of all outstanding appendices, assessment templates, process flowcharts and supporting documentation; 3.1.4 improved consistency and transparency in the assessment and determination of Community Asset Transfer applications; 3.1.5 compliance with statutory timescales and procedural requirements under the Community Empowerment (Scotland) Act 2015; 3.1.6 successful implementation of strengthened governance arrangements, including enhanced record keeping, conflict of interest management and audit trails; 3.1.7 reduction in procedural issues or recommendations arising from future Internal Audit activity; 3.1.8 positive feedback from community organisations regarding the clarity, accessibility and transparency of the Community Asset Transfer process; 3.1.9 successful integration of Common Good governance arrangements into the Community Asset Transfer process; 3.1.10 continued compliance with relevant legislation, statutory guidance and developing best practice; and 3.1.11 periodic review of the Policy and associated operational procedures to ensure they remain fit for purpose and continue to support the Council's strategic priorities. Page 92 of 206
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4. Supporting documentation 4.1 Appendix 1 – Community Ownership and Management of Council Owned Assets Policy. Stephen Llewellyn Depute 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? The revised Policy supports the Council's duties under the Equality Act 2010 and the Fairer Scotland Duty by providing a transparent, consistent and equitable framework for the assessment of Community Asset Transfer requests and other community ownership and management proposals. The Policy promotes fair access to Council-owned assets for eligible community organisations, strengthens opportunities for community participation and seeks to reduce barriers to community involvement through pre-application support, clear eligibility criteria and a consistent assessment process. The Policy itself does not determine individual applications. Equality and Fairer Scotland considerations will continue to be assessed as part of the evaluation of individual Community Asset Transfer requests where appropriate. 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 revised Policy does not create any new budgetary commitments. It provides the governance framework through which requests for community ownership, lease or management of Council assets will be considered. Individual Community Asset Transfer applications may have financial implications relating to capital receipts, rental income, maintenance liabilities, ongoing revenue costs or capital investment. These financial implications will continue to be assessed on a case-by-case basis as part of the established assessment and Page 93 of 206
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decision-making process and will be reported through the appropriate governance arrangements. Implementation of the revised Policy will be met from existing service resources. 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 revised Policy strengthens the Council's legal and governance framework for Community Asset Transfer by ensuring continued compliance with the Community Empowerment (Scotland) Act 2015 and associated statutory guidance. The Policy also introduces dedicated provisions relating to Community Asset Transfer applications involving Common Good property, recognising the Council's statutory and common law responsibilities in relation to the management and disposal of Common Good assets. A supporting Common Good Assets Operational Protocol has been developed to ensure that applications involving Common Good property are assessed consistently and in accordance with relevant legal requirements. Individual asset transfer proposals will continue to require legal consideration and advice appropriate to the circumstances of each application. 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☒ No ☐ The processing of personal data will continue to be undertaken in accordance with the UK General Data Protection Regulation (UK GDPR), the Data Protection Act 2018 and the Council's Information Governance arrangements. 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 94 of 206
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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? Implementation of the revised Policy will require updates to supporting documentation, application forms, assessment templates, guidance documents and information published on the Council's website. Existing digital processes and record management arrangements will be updated to reflect the revised Policy and associated operational guidance. The report does not require significant investment in new technology or digital infrastructure. 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 revised Policy may contribute positively to environmental sustainability by enabling community organisations to bring underutilised assets back into productive use, supporting local place-based regeneration, sustainable asset management and community-led environmental initiatives where appropriate. Environmental impacts associated with individual Community Asset Transfer applications will continue to be considered as part of the assessment process where relevant. 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? Subject to Committee approval, the revised Policy, supporting guidance and operational documentation will require publication on the Council's website. Communications activity will also be undertaken to inform officers, community organisations and other stakeholders of the revised Policy, updated processes and the introduction of the Common Good Assets Operational Protocol. Page 95 of 206
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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 revised Policy is intended to reduce corporate, legal and governance risks associated with Community Asset Transfer by providing a clearer and more consistent policy framework, strengthening assessment criteria, improving governance arrangements and enhancing record keeping and decision-making processes. The introduction of specific provisions relating to Common Good property further mitigates legal and governance risks by ensuring that additional statutory and common law obligations are identified and addressed at an early stage of the assessment process. Risks associated with individual Community Asset Transfer applications will continue to be assessed through the Council's established assessment process and managed through service, project or corporate governance arrangements, as appropriate. 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). The revised Policy provides a framework that may indirectly benefit children and young people by supporting community organisations to secure and manage assets used for youth provision, recreation, sport, learning, cultural activities and wider community services. However, the Policy does not directly alter service provision for children and young people. Any impacts will arise from individual Community Asset Transfer proposals and will be considered as part of the assessment process where relevant. If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☒ No ☐ Page 96 of 206
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Community Ownership and Management of Council Owned Assets Policy 2 Document control Title Community Ownership and Management of Council Owned Assets Policy Owner Stephen Llewellyn Contact LlewellynS@northlan.gov.uk Governance Group Policy and Strategy Committee Author Leanne Pollock Contact PollockLe@northlan.gov.uk Revision History Number Originator Date Review Commenced Revision description/record of change 1 April 2026 Addition of Common good guidance and some wording changes to better reflect and clarify Council process Document Approvals Number Governance Group Date approval granted Date approval to be requested (if document still draft) 1 Policy and Strategy Committee 6th June 2024 2 Policy and Strategy Committee 17 September 2026 Consultation Record (for most recent update) Status of document consulted upon Stakeholders consulted/date Strategic Alignment Improve engagement with communities and develop their capacity to help themselves. Next review date Review Date Two years from approval or sooner where legislative or operational changes require. Page 98 of 206
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Community Ownership and Management of Council Owned Assets Policy 3 Policy statement North Lanarkshire Council (herein referred to as the Council) recognises the value and contribution that the Community and Voluntary Sector (CVS) make in supporting the ambitions set out in The Plan for North Lanarkshire. The Council is committed to working in partnership with the CVS to provide key services to local communities and to continue to create thriving places where everyone can play a full and active part in promoting healthy lifestyles and building strong communities. Buildings, spaces, and assets are important in providing a solid base from which the sector can deliver their activities. There is commitment to providing opportunities to support responsible community ownership and management approaches in a way that meets the needs of communities and different types of community organisations while minimising and managing any risk to both individual organisations and the Council. The role of key stakeholders is instrumental in ensuring the successful implementation of this policy. CVS organisations with a desire to take on ownership or management of a Council owned asset should familiarise themselves with this policy and associated process and work with council officers to understand what they need to do to be in a position to take forward their aspirations. When submitting a request, the organisation has a responsibility to ensure that their proposal meets the eligibility criteria to be considered and includes all relevant information as well as evidence of community engagement. The Council is committed to providing appropriate support, guidance and advice around Community Ownership and Management of Assets. However individual organisations have a responsibility to ensure they understand the legislative requirements, the Council's policy and process and that they have clear understanding of the ownership or management of the asset. Elected Members should ensure they have a clear understanding of the Council's policy and process and know where to signpost local organisations for further information, support and guidance. Elected members have a role in the decision-making process through the committee structure and may be called upon to be involved in internal political review of committee decisions reflecting the requirements of the Community Empowerment (Scotland) Act 2015. Therefore, it is important that members remain impartial to ensure that decision making is based on clear, fair and consistent application of this policy and associated process. The role of Elected Members is to promote adherence to this policy and associated processes, signpost community organisations to available and accurate online information online, to the Councils internal process and to refer organisations to appropriate officers for further advice and guidance as required. Council Officers from key services have a role in working together to ensure the effective implementation of this policy. They should consistently apply this policy and associated approaches. They should aim to work positively with local community organisations and other Council services to achieve the best possible outcome in any given situation for both the Council and the community organisation. Officers have a role in providing guidance, advice and signposting related to the policy and process relevant to their area of business. Officers will be involved in assessment of requests, presenting the outcome of assessments to senior leadership and making recommendations to committee as well as supporting the appeals process linked to the Community Empowerment (Scotland) Act 2015. Chief Officers have a role in considering the outcome of any assessment of applications, agreeing the route to decision, and making recommendations to committee as required. Chief Officers have a role in working with officers to consider more challenging or complex requests, identifying leadership action required with a view to finding a mutually beneficial solution. Through the Community Asset Page 99 of 206
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Community Ownership and Management of Council Owned Assets Policy 4 Leadership Group, Chief Officers also have oversight for ongoing monitoring of the Community Ownership and Management of Assets policy and approach and leadership engagement in any required changes or improvements linked to legislation, feedback or strategic alignment. 1. Policy objectives The Community Ownership and Management of Assets Policy aims to • Ensure maximum community benefit is derived from Council-owned assets • Strengthen participation and engagement in community and recreational activities and help communities to understand the options available to them for use, ownership and management of Council owned assets • Safeguard Council owned assets where it can be demonstrated that the business case and community benefit associated with retention is greater than any proposed alternative • Ensure requests for ownership, lease or management of Council-owned assets, including any discounted rates or prices, are managed consistently and fairly through a transparent assessment process. 2. Guiding Principles The following set of principles will govern the Council’s response when considering requests for community ownership or management of Council owned assets: • The belief that community organisations can play a key role in supporting and sustaining local communities. • The Council is bound by legislation to obtain best consideration for its assets but can dispose of them at less than market value when certain considerations apply, e.g. demonstrable community benefit. Such consideration will form part of the assessment process. • Recognising property assets as a resource to be used in the delivery of services and to support the delivery of the Plan for North Lanarkshire, including where a transfer would assist the Council in the effective management of its revenue budget. • Commitment to positive, supportive engagement and a collaborative relationship with community groups in the management of assets. • Valuing the community benefit derived from the activities undertaken by community organisations and taking this fully into account in setting fair management, lease or transfer terms. • Encouraging groups to work together and share efforts and resources for effective use of an asset for the benefits of the wider community. • Ensuring consistent application of the processes associated with the terms and conditions of any lease agreements and property transactions with CVS organisations. • Ensuring the adoption of a flexible approach when responding to changing community circumstances, the diversity of the CVS and ensuring a focus on the aspiration and outcomes of a specific community and /or organisations. Page 100 of 206
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Community Ownership and Management of Council Owned Assets Policy 5 3. Scope of the policy Community Ownership and Management of Assets refer to the processes, policies and associated procedures the Council may use to consider the transfer of an asset to a community body through ownership, lease, full or partial management. This may reflect, for example, opportunities arising from: • Community Asset Transfer Requests (CAT) guidance and associated procedures linked to part 5 of the Community Empowerment (Scotland) Act 2015 • Participation Request guidance associated with the Community Empowerment (Scotland) Act 2015 • Asset Management in support of the Plan for North Lanarkshire and associated Programme of Work, or other Council policies and plans • Dialogue with communities to progress community led priorities identified through local engagement activity, Community Boards, and their Local Outcome Improvement Plans. In scope: Requests from community-based organisations who meet the necessary criteria where their aims are charitable, not for profit and for the benefit of the wider community including: • New management agreements for an existing Council facility or land • Leases (including maintenance of the property/land in accordance with lease terms and conditions) • Full transfer of ownership • Participation Requests that may impact on property related decision or business. • Requests for community organisations to use and/or take on maintenance of a Council asset or part of it. Not in scope for application of this policy are: • NLP mortgaged properties • Requests from community groups or organisations who cannot demonstrate through their submission that they meet eligibility criteria or who submit an application that is deemed ‘incompetent’ in meeting the standard required for assessment Sites that the Council has a legally committed or Committee approved business decision to demolish or otherwise dispose of or develop • Certain types of businesses or Community Interest Companies (CIC) • Any other agreements for the purposes of commercial gain • Unincorporated organisations where their structure does not allow them to enter into contracts or legal agreements. 4. Application of the policy This policy applies to all Council services and officers receiving requests or expressions of interest from communities related to community ownership or management of Council owned assets. The policy can also be used to guide proactive approaches to engaging with Page 101 of 206
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Community Ownership and Management of Council Owned Assets Policy 6 communities around opportunities for community ownership and management where the Council plans to disinvest, or has disinvested, in certain assets. This policy applies to voluntary groups, registered charities, clubs, uniformed community groups and other community-based organisations where their structure and governance allow for ownership, lease or management of an asset. For certain community organisations the Community Asset Transfer legislation does not apply. In these cases, the Council can make an assessment regarding a reduced lease cost, where it is deemed to be in the interests of all parties to do so. This would be entirely at the discretion of the Council and organisations in this situation would not have any right of appeal or review under the terms of the Community Empowerment (Scotland) Act 2015. In this case additional safeguards may be applied to minimise risk and protect the interests of the Council. This policy does not apply to commercial leases including professional sports clubs (i.e. those clubs who pay athletes to play as their primary occupation). Where there are exceptional circumstances which require a variation from the policy, consent will require to be obtained from the Community Asset Leadership Group and in some cases through the Council committee structure. This policy meets the requirements of the Community Empowerment (Scotland) Act 2015 relating to Community Assets Transfers and Participation Requests and aims to use these processes to achieve outcomes agreed with community groups and organisations based on their aspirations and the Council’s priorities. The policy covers one clear approach to: • Full transfer of ownership to a community organisation • Community and Voluntary sector leases that meet the requirements of the Community Empowerment (Scotland) Act 2015 • Other outcomes for community use, management or ownership of Council assets agreed through the Participation Request process. The Council has the discretion to engage with groups to reach a mutually agreeable solution, and each case will be considered on its own merits using a standard set of criteria. This means that a consistent and fair approach will be applied to all requests and the outcome must balance and reflect the needs of the wider community, the aspirations of the applicant organisation and the interests of the Council. 5. Approach to Community Ownership and Management of Assets – overview The Council fully supports the underpinning principles of community empowerment and will support communities to meet their aspirations through application of a clear policy and process. The Council has created a single application and assessment process for all requests from Community and Voluntary Sector organisations. There may be times when, to protect the interests of the wider community, assets may need to remain in Council ownership to support the delivery of essential services or support economic activity in the area. Where this is the case efforts will be made to work with community organisations to identify alternative solutions and outcomes. Each case will be fully considered on Page 102 of 206
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Community Ownership and Management of Council Owned Assets Policy 7 its merits reflecting the guidance associated with parts 3 and 5 of the Community Empowerment (Scotland) Act 2015. The flowchart at Appendix 1 summarises the approach outlined by the legislative guidance and an overview is provided as follows. Expressions of interest The Council has identified officers for community ownership and management enquiries to provide guidance to community groups, and to help them to assess their eligibility and capacity to take on an asset in a way that is suited to their needs. In the first instance community groups are asked to: • Familiarise themselves with the Council’s community ownership and management process and eligibility criteria through the Council’s information page here • Make initial contact by emailing expressions of interest or enquiries to NLCCommunityOwnership@northlan.gov.uk Following initial engagement, organisations will be supported to understand the process and what is required of them. This discussion will involve checking with the organisation that they meet the criteria to apply to take on ownership or management of an asset and are able to enter into an agreement with the Council under the Community Ownership and Management of Assets process. An organisational 'Health check' will be offered to organisations to help them to strengthen their governance and identify any development needs to ensure they are in the best position to participate in the process. Prior to submitting an official request, eligible organisations will be encouraged to identify that they can evidence that the purposes for which they intend to use the asset they are requesting is for community benefit. Where it is evident that the group does not meet eligibility criteria, Council officers can work with the organisation to identify any development needs and offer a range of capacity building support, advice and guidance including where appropriate, signposting for additional support or information to assist them to meet their aspirations in the future. All organisations are offered the same level and type of support and are encouraged to work with officers throughout the process. However, this is optional and the level of support provided is determined by the organisations based on their own needs, capacity and the scale of their proposal for taking on an asset. Submitting a request In the interest of fairness and clarity, for all community ownership or management of assets requests, the Council will apply assessment criteria and timescales (where possible) that reflect the requirements of the Community Empowerment (Scotland) Act 2015. For organisations that do not meet the Scottish Government criteria as an eligible body under the Community Empowerment Act but can still demonstrate community benefit the Council can at its discretion, work with the organisation to identify and provide support to progress alternative options. However, in this case the outcome of any decision by the Council is final and unless Page 103 of 206
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Community Ownership and Management of Council Owned Assets Policy 8 designated by Scottish Ministers the Council is under no obligation to review or honour any requests to appeal the decision. All community ownership or management requests must be submitted using the Council’s application form provided after initial expression of interest and discussion with officers regarding readiness to apply. The application and assessment questions are based on the guidance and model documents provided by the Scottish Government as part of the Community Asset Transfer Guidance 6. Types of community groups and eligibility criteria The Community Empowerment (Scotland) Act 2015 gives eligible community bodies a statutory right to make requests to take ownership of, lease, or obtain other rights in land and buildings owned by the Council. To make an asset transfer request under Part 5 of the Act, an organisation must qualify as a Community Transfer Body (CTB). A CTB may be a community-controlled body which meets the requirements of the Act, or a body which has been designated as a Community Transfer Body by the Scottish Ministers. All community-controlled bodies must have a written constitution or governing document which: • defines the community to which the body relates; • provides that membership is open to any member of that community; • provides that the majority of the body’s members are members of that community; • provides that members from that community have control of the body; • includes among the body’s purposes the promotion of a benefit for that community; and • provides that any surplus funds or assets are applied for the benefit of that community. These are the universal requirements for a community-controlled body seeking to exercise rights under Part 5 of the Act. Community Transfer Bodies Seeking Ownership Additional requirements apply where a community-controlled body wishes to make an asset transfer request for full ownership of an asset. The body must be incorporated in one of the following forms: 1. Company Limited by Guarantee meeting the relevant requirements of the Act; 2. Scottish Charitable Incorporated Organisation (SCIO) with the required membership and governance arrangements; 3. Community Benefit Society (BenCom) meeting the relevant requirements of the Act; or 4. a body designated by the Scottish Ministers, where the terms of the designation permit it to make an asset transfer request for ownership. For the three specified incorporated community-controlled body routes, additional statutory requirements apply, including provision that the body must have at least 20 members and appropriate provisions setting out how the body’s remaining assets will be transferred or applied if the organisation is wound up or dissolved. Page 104 of 206
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Community Ownership and Management of Council Owned Assets Policy 9 A community-controlled body does not have to be incorporated to make an asset transfer request for a lease or other rights. The Council will consider the legal structure appropriate to the rights being requested in accordance with the legislation and statutory guidance. The Council will check the eligibility of the applicant body and its governing document as part of the asset transfer validation stage. Requirement Lease / Other Rights Ownership Transfer Community Transfer Body status ✓ ✓ Written constitution / governing document ✓ ✓ Defined community ✓ ✓ Open membership within the defined community ✓ ✓ Majority of members from the defined community ✓ ✓ Community control of the organisation ✓ ✓ Purpose includes community benefit ✓ ✓ Surplus funds and assets applied for community benefit ✓ ✓ Incorporated legal form required – ✓* Minimum 20 members required – ✓* Winding-up provisions for asset transfer recommended ✓* *These additional requirements apply to community-controlled bodies seeking ownership under the relevant provisions of the Act. Different requirements may apply to a body designated as a Community Transfer Body by the Scottish Ministers, depending on the terms of its designation. 7. Types of requests and requirements An eligible Community Transfer Body can make an asset transfer request for ownership, lease or other rights in relation to Council-owned land or buildings. The type of request should reflect the needs and objectives of the Community Transfer Body, its proposed use of the asset and the responsibilities it is able to undertake. Leases A Community Transfer Body may request to lease Council-owned land or buildings. The Community Empowerment (Scotland) Act 2015 does not require a CTB to be incorporated to make an asset transfer request for a lease. The Council may, however, consider the legal structure appropriate to the proposed arrangement, having regard to the nature and duration of the lease, the proposed activities and the scale of the responsibilities being undertaken. Page 105 of 206
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Community Ownership and Management of Council Owned Assets Policy 10 The terms of any lease, including its duration, rent, repairing and maintenance responsibilities, insurance obligations and other conditions, will be determined through the asset transfer process and reflected in the formal legal agreement. Where a CTB seeks a lease at less than market rent, the request should clearly identify the rent or consideration it proposes to pay and demonstrate the community benefits it considers will arise from the proposal. The Council can agree to lease assets (normally land or buildings) at a reduced lease value to voluntary groups, clubs and other community-based organisations. This approach reflects the principles of The Plan for North Lanarkshire and the Community Empowerment (Scotland) Act 2015 but also enables the Council to agree arrangements with groups who do not fully meet the legislative criteria for full community asset transfer where it is mutually beneficial to the Council and the wider community. The merits of an application for a discounted lease will be assessed using the same criteria as for requests for full ownership (See above). In addition, the following points apply to community and discounted leases: 1. The rental charged will be assessed via the information submitted as part of the application process. 2. Leases will be developed based on the tenant assuming full repairing and insuring obligations. This means that the group will be responsible for all maintenance and repairs. The Council will have no obligation to organise repairs or maintenance or contribute to the cost of same. The Council will not carry out improvements to any land or buildings prior to the lease commencing. 3. At either the point of rent review or lease renewal there will be a re-assessment to determine the appropriate rent and any discount offered. The Council will require appropriate rent review provisions in the lease. 4. Standard values will be reviewed in line with inflation at policy review points. 5. The maximum duration for the granting of a lease is 25 years but it would be more typical to have a shorter period lease in line with the initial proposal. The Council will require break options at appropriate points throughout the lease to permit the Council to end the lease if required as they may determine in their sole discretion. Leases over 10 years will be subject to approval from the Finance and Resources Committee. 6. Discount will not be awarded at 100% 7. Where there is an external cost to the Council for joint valuation fees, such costs will be split equally between the Group and the Council. The Community Group will be responsible for the full cost of any valuations they instruct. . The community group will be responsible for obtaining their own independent legal advice in connection with any lease and payment of any Land and Buildings Transaction Tax and any registration dues. The community group will also be responsible for the cost of all searches including legal reports, property enquiry certificates and coal reports. 8. Existing tenants under the policy applying for an assignation to another community body (or require assigning due to restructuring, for example to a SCIO) or for a licence for works will be responsible for obtaining and paying for their own independent legal advice in connection with any assignation and payment of any Land and Buildings Page 106 of 206
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Community Ownership and Management of Council Owned Assets Policy 11 Transaction Tax and any registration dues. The Community Group will be responsible for the Council’s administration and legal fee for any assignation requests. Ownership A Community Transfer Body may request the transfer of ownership of Council-owned land or buildings. A community-controlled body seeking ownership must meet the additional statutory eligibility requirements set out in Section 5 of this policy, including the requirements relating to its legal form, membership and the destination of assets on winding up. The request must identify the price the CTB is prepared to pay and set out the benefits it considers will arise from the proposed transfer and use of the asset. Where ownership is requested at less than market value, the CTB should provide sufficient information to demonstrate the community benefits associated with its proposal. The Council will consider the proposed benefits alongside the financial implications and other relevant factors when determining the request. Other Rights and Options Part 5 of the Community Empowerment (Scotland) Act 2015 also enables an eligible Community Transfer Body to request other rights in respect of Council-owned land or buildings. This provides flexibility where ownership or a conventional lease may not be necessary or appropriate for the activities proposed. The nature and extent of the rights sought must be clearly specified within the asset transfer request. The appropriate legal arrangement and associated responsibilities will depend on the nature of the rights requested and the proposed use of the asset. The Council may also, where appropriate, consider other arrangements with community organisations outside the statutory asset transfer process. Any such arrangement is separate from the statutory rights and procedures established by Part 5 of the Act and will be considered under the Council’s relevant powers, policies and governance arrangements. Competing Asset Transfer Requests and Alternative Proposals Where more than one asset transfer request relates to the same asset, or where the Council is considering an alternative proposal for the asset, each statutory request will be considered fairly and on its own merits in accordance with the Community Empowerment (Scotland) Act 2015. The existence of a competing request or alternative proposal will not determine the outcome of an asset transfer request. The Council will consider the respective benefits associated with the proposals and any other relevant matters as part of the statutory decision-making process. Where competing statutory requests are received, the Council will manage the process in a manner which supports procedural fairness, appropriate transparency and the statutory rights available to each community transfer body. Decisions and reasons will be clearly recorded and communicated through the applicable statutory procedures. Information Required to Support an Asset Transfer Request Page 107 of 206
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Community Ownership and Management of Council Owned Assets Policy 12 For all requests to take on ownership, lease or management of a Council owned asset organisations must fully complete the Community Asset Transfer application form and demonstrate their eligibility. All asset transfer requests must contain the information required by the Community Empowerment (Scotland) Act 2015 and associated Regulations. Applicants must clearly identify: • the Community Transfer Body making the request and provide a copy of its constitution or governing document; • the land or asset to which the request relates; • whether the request is for ownership, lease or other rights and the nature and extent of the rights sought; • the price, rent or other consideration the CTB is prepared to pay; • the reasons for making the request; • how the CTB proposes to use the asset; • the benefits the CTB considers will arise if the request is agreed; • how the proposed use of the asset will be funded; and • the level and nature of community support for the request. For example, community engagement activity and feedback. To enable the Council to fully assess the proposal, applicants may also be required to provide supporting information proportionate to the nature and scale of the request. This may include: • a business plan (for full ownership requests or long leases) or community proposal (for short- term leases or for other rights and options). • financial projections and evidence of financial sustainability; • project and implementation plans; • information on proposed capital works and associated costs; • relevant feasibility studies, condition surveys or professional reports; • evidence of community engagement and support; • information demonstrating the anticipated community benefits of the proposal; • information on identified risks and how these will be managed; and • any independent valuation information obtained by the applicant. Which must be from a suitably qualified and experienced member of the Royal Institution of Chartered Surveyors who is also a Registered Valuer. Any valuation will be subject to agreement with the Council in line with Scottish Government guidance on Community Asset Transfer. • Where a discount is being requested, organisations should be able to demonstrate the expected community benefit of their proposal and how this has been measured Page 108 of 206
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Community Ownership and Management of Council Owned Assets Policy 13 • Evidence that risk has been considered along with a plan showing actions to mitigate against and manage risk In all cases involving transfer of ownership/occupation including leases, appropriate legal mechanisms will be put in place to protect the Council’s interest and responsibilities in terms of the Best Value duty and recovering any discount and investment should the project or Community Group fail. This may include pre-emption rights, restrictions on use, clawback/coverage supported by the grant of first ranking standard security to safeguard any discounts applied to market values, or restrictions on changing the use of an asset from the purpose for which transfer was originally intended. These safeguards will normally be applied for a period of 25 years and any variance from this would be at the Councils discretion where it is deemed in the interest of all parties to do so. Other Considerations Asset Focused Participation Requests Part 3 of the Community Empowerment (Scotland) Act empowers community organisations to submit a Participation Request to formally request involvement in decisions and processes aimed at improving local public services. It establishes a structured legislative route for communities to initiate dialogue and collaborate directly with public service authorities. Participation Requests are much broader than taking on an asset and can cover several ways that community groups want to become more involved in decision making and delivery of Council services. Participation requests can be a useful tool in helping groups to identify their aspirations and the outcome they want to achieve but can often cross over with requests for community use of assets where the Participation Request is dependent on use of a Council owned building or land. Participation requests can assist the Council to work with groups who do not clearly fit the criteria for ownership or who do not want to officially take on an asset at this time but may want to become more involved in supporting the Councils’ ambitions through, for example: • Maintenance of an asset or greenspace • Using a piece of Council-owned land to deliver community activities (events, celebrations, fitness and environmental activities) • Exclusive let of some or all an asset at certain times • Sharing use of an asset with the Council. A group can contact the Council through the wider community ownership and management process to start to discuss if a Participation Request is a suitable option. More information on the process can be accessed here. Where an asset is or may be Common Good property, the provisions of section 8 apply in addition to all the above. 8. Common Good Assets Common Good Assets are land and property historically held by the Council for the benefit to the local community. This section set out the Council’s approach to identifying, managing and making decisions in relation to Community Asset Transfer requests affecting Common Good Page 109 of 206
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Community Ownership and Management of Council Owned Assets Policy 14 Assets. Where an asset is identified as Common Good or potentially Common Good, the Common Good Assets Operational Protocol at Appendix 2 shall be applied in parallel with the Community Asset Transfer process. The Council has statutory duties in relation to Common Good property, including the requirement to: • maintain an up-to-date Common Good Register; • have regard to the interests of the community when exercising management powers; and • ensure that disposal or transfer decisions are lawful, proportionate, and transparent. Common Good Assets are subject to distinct legal tests and statutory restriction which may affect eligibility for transfer under the Community Asset Transfer legislation. While CVS Organisations can make applications in respect of Common Good Assets, the legal restrictions on common good property may result in the Council being prohibited in disposing or leasing the subjects of the application to the organisation. Community Groups should be aware that requests made in respect of Common Good Property may be refused or subject to further procedure including a court application which could be ultimately unsuccessful. Applications over common good land may be Upon receipt of any Community Asset Transfer request, the Council will: • check the Common Good Register and historic title records; • determine whether the asset is recorded or potentially implied as Common Good; and • where uncertainty exists, undertake legal review and, where appropriate, seek external legal advice. Where an asset is identified as Common Good or potentially Common Good, the request will be progressed in accordance with this section. In determining any proposal relating to a Common Good Asset, the Council will have regard to: • the interests of inhabitants of the former burgh or community to which the Common Good relates; • the existing and historic use of the asset; • the potential community benefit arising from the proposed transfer; • financial and operational implications for the Council; and • whether the proposed use is compatible with Common Good purposes. Where an asset is confirmed as Common Good: • disposal or transfer may require additional governance and court approval which may or may not be successful; • the Council may be required to undertake consultation with affected community bodies; • restrictions may apply depending on whether the asset is alienable or inalienable Common Good property; and • legal safeguards must be satisfied prior to any final decision. Where a Community Asset Transfer request involves a Common Good Asset: Page 110 of 206
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Community Ownership and Management of Council Owned Assets Policy 15 • the CAT process continues to apply; however, • this section takes precedence where there is any conflict or additional requirement; and • no final approval will be granted until Common Good considerations are fully addressed. The Council will: • maintain clear records of Common Good determinations; • publish relevant decisions in accordance with transparency obligations; and • ensure decisions are auditable and legally robust. The operational handling of Community Asset Transfer requests involving Common Good Assets will be undertaken in accordance with the Council’s Common Good Assets Operational Protocol (Appendix 2). The Protocol sets out the detailed administrative and legal process for: • identification and verification of Common Good status; • legal determination and escalation; • consultation requirements where applicable; and • recording and governance arrangements In the event of any inconsistency between this section and the Operational Protocol, this Policy shall take precedence. 9. Application Assessment, and Decision making The Council recognises that asset transfer requests made under Part 5 of the Community Empowerment (Scotland) Act 2015 are subject to the statutory decision-making framework established by the Act. Each request will be considered on its individual merits and in accordance with the statutory criteria. In reaching its decision, the Council will consider the reasons for the request, the benefits which may arise if the request is agreed, any benefits which may arise from an alternative proposal, and any other matters considered relevant. The Council will aim to agree to an asset transfer request unless there are reasonable grounds for refusing it. The assessment process is intended to support a transparent, proportionate and evidence- based consideration of an application. Assessment tools, scoring frameworks or officer recommendations will inform, but will not replace, the statutory decision-making test. The Council will adopt a proportionate approach to the assessment of asset transfer requests, taking account of the nature and scale of the asset, the rights being sought, the complexity and risk associated with the proposal and the capacity required to deliver it successfully. The level of evidence and due diligence considered appropriate may therefore vary between requests. The Council will seek sufficient evidence to enable an informed and robust decision while avoiding unnecessary or disproportionate requirements. Any assessment or scoring methodology used by the Council will operate as a decision- support tool and will not introduce additional statutory eligibility requirements or replace the Council’s obligation to determine each request in accordance with Part 5 of the Community Empowerment (Scotland) Act 2015. Page 111 of 206
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Community Ownership and Management of Council Owned Assets Policy 16 The assessment of a request and any subsequent decision to proceed will consider the condition, usage, value of the asset, the availability of other suitable premises from which the proposed activity could take place and community benefit offered by the proposal. The assessment will be made based on the following criteria: • Details of the asset and type of request • Organisational capacity • Links to The Plan for North Lanarkshire • Community benefit and impact • Community support • Financial sustainability • Risk and social impact. The Council recognises that the transfer of an asset may involve significant long-term financial, legal, operational and property-management responsibilities for a community transfer body. As part of the assessment and transfer process, the Council will seek to make available relevant information it holds concerning the asset, subject to legal, commercial, data protection and other applicable restrictions. Community transfer bodies will be encouraged to undertake their own independent due diligence and obtain appropriate professional advice before entering into any binding agreement. The Council’s assessment may consider the community transfer body’s understanding of the responsibilities associated with the proposed transfer and its plans for the sustainable management and stewardship of the asset. This will be considered proportionately and in the context of the proposal and rights requested. Agreement to an asset transfer request does not remove the responsibility of the community transfer body to satisfy itself as to the suitability, condition and implications of acquiring, leasing, managing, occupying or using the asset. The community organisation can indicate the price that they are willing to pay for the asset, and the Council must consider the feasibility of agreeing a cost that reflects community benefit of the proposal and any potential impact on Council operational requirements. Market value will be taken into consideration alongside community benefit. This will inform the assessment and decision-making process, including securing the best price as can reasonably be obtained to support Council priorities. The Council will provide to the applicant basic information held related to the asset. The Council will consider requests for information on the asset submitted in writing, where this information is readily available and deemed to be useful to the progression of the group’s application for ownership, management or lease if the asset. Community organisations are required to seek (and fund) independent legal and technical advice relating to property condition and value. Resources and support The Council encourages community bodies to engage at an early stage and may provide or facilitate advice, information and capacity-building support to assist organisations in developing their proposals. Page 112 of 206
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Community Ownership and Management of Council Owned Assets Policy 17 Such engagement is intended to support informed and sustainable proposals and does not constitute approval in principle or predetermine the outcome of any subsequent statutory asset transfer request. Similarly, evidence that a proposal contributes to local priorities, community planning outcomes or wider Council strategies will be relevant to the assessment of potential benefits but does not guarantee that an asset transfer request will be agreed. Formal decisions on statutory asset transfer requests will be taken through the appropriate governance arrangements and in accordance with the requirements of the Community Empowerment (Scotland) Act 2015. The Council is committed to providing support to community-based organisations aiming to improve services, deliver and create opportunities to meet community need. The Council aims to work with organisations with aspirations around community ownership and management of Council owned assets in a range of ways. For example, providing or helping groups to access • Organisational development and capacity building support • Organisational Health Checks and improvement planning • Advice and guidance to navigate the Councils processes and procedures • Support to plan and undertake community engagement activity • Referrals to external agencies for specialist advice, guidance and support • Funding advice and support • Accessing capital resources (where budget allows) Organisations applying to take on an asset will be expected to provide assurances around how they plan to resource the management and operation of the asset and any required upgrades. All organisations will be expected to submit clear financial projections and plans for • Any upgrades required to the land or building to make it safe and operational • Any capital works required to upgrade the asset to meet aspirations outlined in the proposal submitted longer term. This may be a phased approach where appropriate • An understanding of the operating costs of the building and how this will be resourced • An understanding of asset maintenance and how this will be resourced ongoing as well as provisions for unexpected or emergency repairs Proportionate to the scale and type of request officers can advise on the types of assurances and resource plans expected. In some cases, and subject to availability of budget the Council may make available dedicated resources to enhance support to organisations. Availability of these resources should not be assumed unless agreed at any given time. Where resources are available, officers will make information available and discuss eligibility and process with organisations directly. Any approval for funding and the detail of the proposed expenditure will be subject to approval by the Council and other relevant terms and conditions will require to be adhered to. The Council may review and update its supporting procedures, guidance, assessment tools and operational arrangements where this supports improved transparency, consistency, proportionality and compliance, provided that such arrangements remain consistent with the statutory rights of community transfer bodies. Page 113 of 206
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Community Ownership and Management of Council Owned Assets Policy 18 Governance arrangements and decision making The Community Assets Working Group is responsible for overseeing the implementation and review of the policy and the process for any requests received. This group is made up of senior officers from across the Council with a range of knowledge, experience and an understanding of working with communities, management and transfer of community assets. On receipt of an application for ownership or management of a Council asset a group of officers will be appointed to assess the application against the criteria set out in this policy and The Community Empowerment (Scotland) Act 2015. The group will consider policy, legal and financial risk to the Council. They will assess the request and present findings based on the assessment criteria to the Community Asset Leadership Group. Both the Leadership Group and Working Group will be notified via email when a new Community Asset Transfer request is received. Both Groups are updated on interest in assets, progress with support to community organisations and any corporate considerations through quarterly business meetings. The Community Asset Leadership Group is made up of: • Chief Officer, Asset and Procurement • Chief Officer, Housing and Communities • Chief Officer, Financial and Technology • Chief Officer, Legal, Democratic and Strategy • Chief Officer, Community Operations • Relevant Chief Officer for the controlling service for the asset being assessed (if not included already) If the Leadership Group are minded supporting applications for leases and other arrangements this will be subject to further governance approvals including delegated authority. In most cases and or full transfer of an asset or leases of 10 years or more, the Leadership Group will make recommendations regarding the request to the Communities Committee for approval and thereafter the Finance and Resource Committee. The applicant organisation is then informed of the decision within the timescales agreed earlier in the process. The Council may call upon specialist advisors to provide advice and inform the decision-making process. In line with the requirements of the Community Empowerment (Scotland) Act 2015 the Council will aim to ensure decisions are taken and communicated within a maximum of six months from of an application. Should an extension be required (for example to reflect committee cycles or operational delays) this can be agreed in writing between the Council and applicant. Dates for committee consideration will be agreed in line with committee deadlines and procedures. And managing the operational steps required to meet the Councils' internal process and statutory obligations and timescales for considering a CAT request. For example, • Publication of CAT requests • Statutory consultation period Page 114 of 206
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Community Ownership and Management of Council Owned Assets Policy 19 • Communication of any issues raised from statutory consultation and time for organisations to respond • Scheduling of senior and chief officer time to assess and make recommendations • Preparation of committee reports to meet committee deadlines Therefore, an application will not automatically be heard at the committee scheduled immediately after submission but will be considered within the legislative timescales unless otherwise agreed by all parties All officers and Elected Members involved in the decision making or assessment process are responsible for complying with the Councils conflict-of-interest declaration process. 10. Successful outcome The outcome of any competent request will be communicated within six months of validation of a request for community ownership or management of an asset. Where a decision is in favour of the application, discussion will commence to negotiate the terms of agreement including the heads of terms for any sale or lease transaction. The group must then make the Council an offer and the expectation outlined in the statutory guidance is that a contract would be agreed within six months of the offer being received. It is acknowledged that this timescale may not always be achievable due to matters out with the control of both parties and therefore alternative arrangements may be put in place by mutual agreement. Equally, where it is mutually beneficial to do so, matters can be concluded within a shorter timeframe. Where the legislation around CAT is relevant Scottish Ministers can instruct that more time can be taken to conclude the process. 11. Unsuccessful outcome Review and appeal process Where a community group does not meet the eligibility criteria or has not applied under the terms of the Community Empowerment (Scotland) Act 2015 the decision of the Council is final and there is no further route to review or appeal. Where a group meets the Asset Transfer eligibility criteria and has submitted a request to be considered under the Community Empowerment Act the organisation may request that the Council review their decision. This review must be undertaken by Elected Members. The Community Asset Transfer (CAT) Review Panel is made up of a group of eleven cross-party Elected Members. The internal review process must be politically led, and Council officers can act only in an advisory capacity. Elected Members from the local area where the appeal has been received from and those who were involved in any earlier committee decisions will not be able to participate in the review process. If an organisation is not satisfied after the internal review, they can appeal to the Scottish Ministers. An appeal to Scottish Ministers can be requested if: • The Council does not agree to their CAT request • The Council does not decide by the time it should have • The applicant organisation does not agree with the terms and conditions in the decision notice. Following review or appeal the Council will send a new decision notice stating the new decision and reasons for this. The following points apply to CAT reviews and appeals: Page 115 of 206
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Community Ownership and Management of Council Owned Assets Policy 20 • A community group has 20 working days after the decision notice to ask for further review or appeal • Other people who commented on the initial asset transfer request must be asked what they think about the review or appeal • All the papers about the review or appeal must be publicly available online • The Council or the Scottish Ministers can ask anyone involved in the application or assessment for more information to help them decide. They can ask for the information in writing or hold a meeting so people can tell them their views. They can also do other things, such as visiting the land or building the request relates to. The Council will also have regard to any statutory restrictions affecting disposal of the asset while an asset transfer request, review or appeal remains live. 12. Reporting The Council is required to report annually on: • The number of CAT and participation requests received • The outcome of requests • Any support put in place to support requests. The Corporate Community Asset Working Group will provide reports to the Corporate Management Team and relevant committees regarding any requests received and produce and make available annual reports to Scottish Government, committee and the public An annual report will be submitted to the Communities Committee and used to inform the required return to Scottish Government relating to Community Asset Transfer Requests and Participation Requests under the legislation. 13. Managing Risk The Council recognises that there are inherent risks in Community Asset Transfer, community ownership and management of assets both for the applicant organisation and for the Council and has in place mechanisms to ensure a consistent approach to managing these. Each request will be considered on a case-by-case basis against robust criteria. The assessment and decision-making criteria and process, and this policy, will help to manage and minimise risk and support positive outcomes with and for local communities. The Council will provide support or signpost the organisation to the relevant local and national agencies for advice/ resources in managing the risks involved and to support and facilitate successful asset transfer, management or lease of an asset. Community and Voluntary Sector organisations are requested to show that they have considered risk and have appropriately and proportionately planned for how risk will be managed and mitigated against Page 116 of 206
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Community Ownership and Management of Council Owned Assets Policy 21 14. Policy Review The Council is committed to keeping its approach to community asset transfer and community ownership under review. Implementation of this Policy will be informed by experience from completed and live cases, feedback from community transfer bodies and partners, relevant audit and assurance activity, changes in legislation and statutory guidance, and emerging national good practice. The Council will continue to review this policy through annual reporting and in line with any business needs, and/or changes in guidance associated with the Community Empowerment (Scotland) Act 2015. Material changes to this Policy will be subject to the Council’s appropriate governance and approval arrangements. Page 117 of 206
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Community Ownership and Management of Council Owned Assets Policy 22 Appendix 1 Process Flowchart 1 ENQUIRY Guidance issued Initial contact with the Council. Guidance and information provided on options, process, eligibility and support available. 2 EARLY ENGAGEMENT Exploration & scoping Group can discuss ideas informally with the Council. An Expression of Interest email may help scope feasibility, readiness and support needs. The organisation will be offered the opportunity to present their idea / proposal to officers 3 FULL APPLICATION SUBMISSION Application Community transfer body submits the formal request with the required information, evidence and supporting documents. 4 VALIDATION (STATUTORY START) Statutory validation Council checks that the request meets statutory requirements. The formal statutory process and relevant timescales begin once a valid request is received. 5 ASSESSMENT & SCORING Officer Review Panel Convened The request is assessed against the relevant statutory and policy considerations, with input from relevant Council services. Scoring Framework aligned to statutory guidance is used. An assessment report will be presented to the Community Asset Transfer Leadership Group. 6 REVIEW & MODERATION OF ASSESSMENT The Community Asset Transfer Leadership Group Will consider all evidence presented by the scoring panel. Findings are moderated to support consistency, proportionality and fairness. 7 RECOMMENDATION Recommendation The leadership group will make a final recommendation setting out the proposed outcome and the key reasons supporting it. Following this, officer will be instructed to prepare a report for the Communities Committee. 8 DETERMINATION BY COMMITTEE Decision Making & Issue of Decision Notice The request is determined through the appropriate governance route. The applicant is notified of the decision and reasons, with statutory review/appeal rights where applicable. 9 NEGOTIATION & LEGAL COMPLETION Legal completion Where approved, detailed terms are negotiated and agreed. Required legal documentation is concluded and the transaction completed. 10 POST-TRANSFER MONITORING Monitoring & support The community body assumes the agreed ownership, lease or rights. Outcomes, obligations and performance are monitored proportionately, with ongoing support where appropriate. Page 118 of 206
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Community Ownership and Management of Council Owned Assets Policy 23 Appendix 2 Common Good Assets Operational Protocol 1. Purpose This Protocol sets out the operational arrangements for the assessment and determination of Community Asset Transfer (CAT) applications involving Common Good property. It supports section 8 of the Community Asset Transfer Policy by providing officers with a consistent process for identifying Common Good property, obtaining the necessary legal advice, undertaking statutory consultation where required and progressing applications through the Council's governance arrangements. This Protocol should be read alongside the Community Asset Transfer Policy and any associated guidance, procedures and statutory requirements. 2. Scope This Protocol applies where: • a Community Asset Transfer application relates to property recorded within the Council's Common Good Register; • an asset is identified during the assessment process as potentially forming part of the Common Good; or • Legal, Democratic and Strategy advise that Common Good considerations require to be taken into account. Where Common Good status is confirmed or remains uncertain, this Protocol shall apply in addition to the standard Community Asset Transfer process. 3. Principles The Council will ensure that all Community Asset Transfer applications involving Common Good property are: • lawful; • transparent; • evidence based; • consistent; • proportionate; • undertaken in the interests of the relevant community; and • supported by appropriate governance and legal advice. Nothing within this Protocol removes or limits the statutory duties placed upon the Council in relation to the management of Common Good property. Page 119 of 206
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Community Ownership and Management of Council Owned Assets Policy 24 4. Roles and Responsibilities The Community Partnership Team is responsible for: • validating applications; • coordinating the assessment process; • liaising with internal services; • coordinating consultation; • preparing reports; and • maintaining the application record. Legal, Democratic and Strategy is responsible for: • determining whether an asset forms part of the Common Good, where necessary; • advising on any legal restrictions affecting the asset; • advising whether the property is alienable or inalienable, where relevant; • identifying any statutory requirements or legal risks; • advising on governance requirements; and • confirming that legal requirements have been satisfied before a final decision is implemented. Estates will provide: • title information; • property information; • valuation advice; • condition information; and • asset management advice. The Leadership Group shall: • consider officer assessments; • determine whether an application should proceed to statutory consultation; • consider consultation outcomes; • approve recommendations for submission to Committee. The appropriate Committee shall determine applications in accordance with the Council's Scheme of Administration and constitutional and governance arrangements. 5. Stage 1 – Validation and Initial Screening Following receipt of a Community Asset Transfer application, the Community Partnership Team will: • validate the application; • identify the property affected; • notify relevant Council services; • undertake an initial check of the Common Good Register; and • refer the application to Legal, Democratic and Strategy where Common Good status is identified or suspected. Page 120 of 206
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Community Ownership and Management of Council Owned Assets Policy 25 No application involving potential Common Good property shall proceed beyond this stage until Legal, Democratic and Strategy where has completed its initial review. 6. Stage 2 – Legal Determination Legal, Democratic and Strategy shall: • review title deeds and relevant historical records; • consider the Common Good Register; • determine whether the property is: o Common Good; o not Common Good; or o of uncertain status requiring further investigation • determine whether the property is alienable or inalienable where applicable; • identify any statutory consultation, court approval or other legal requirements; and • record its conclusions within the case file. Where further legal investigation is required, the CAT process may be paused until sufficient information has been obtained and the Community Group will co-operate with the Council to agree any necessary extensions to accommodate any further diligence that requires to be carried out . 7. Stage 3 – Officer Assessment Once legal review has been completed, the application shall proceed through the normal Community Asset Transfer assessment process. This will normally include: • service consultation; • financial assessment; • property assessment; • community benefit assessment; • equality and sustainability considerations; • risk assessment; and • scoring in accordance with the approved assessment framework. The assessment report shall specifically address: • Common Good status; • legal advice received; • implications for management of the Common Good; • consultation requirements; and • any conditions recommended should the application proceed. 8. Stage 4 – Leadership Group Review The Leadership Group shall consider the completed assessment and determine whether: • the application should proceed to statutory consultation; • further information is required; • amendments should be sought; or • refusal should be recommended. Page 121 of 206
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Community Ownership and Management of Council Owned Assets Policy 26 The Leadership Group shall approve the consultation arrangements. 9. Stage 5 -Statutory Consultation Where consultation is required, officers shall: • prepare consultation documentation; • publish the proposal in accordance with statutory requirements; • undertake consultation for the required period; • record all representations received; and • acknowledge correspondence where appropriate. The consultation process shall be conducted openly and fairly, ensuring interested parties have an appropriate opportunity to comment all in accordance with Scottish Government Guidance. 10. Stage 6 – Consideration of Representation Following completion of consultation: • all representations shall be reviewed; • draft responses shall be prepared; • any material issues shall be assessed; • legal advice shall be sought where required; and • a report shall be prepared for the Leadership Group. The Leadership Group shall consider: • the consultation outcome; • proposed responses to representations; and • the recommendation to Committee. 11. Stage 7 – Committee Determination The Committee report shall include: • details of the Community Asset Transfer application; • confirmation of the Common Good status of the asset; • a summary of legal advice; • the outcome of statutory consultation; • officer recommendations; • any conditions recommended if approved; and • any statutory requirements remaining to be completed. The appropriate Committee shall determine whether the application should be approved or refused. 12. Stage 8 – Decision and Implementation Following Committee determination, officers shall: Page 122 of 206
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Community Ownership and Management of Council Owned Assets Policy 27 • issue the Decision Notice; • issue responses to representations; • notify the applicant; • notify consultees where appropriate; • update Council records; • arrange completion of any legal documentation; and • implement the Committee decision. An annual report will be submitted to the Communities Committee and used to inform the required return to Scottish Government relating to Community Asset Transfer Requests and Participation Requests under the legislation. No transfer shall proceed until Legal, Democratic and Strategy confirms that all statutory and legal requirements have been satisfied. 13. Record Keeping The Community Partnership Team shall maintain a complete record of: • the application; • legal advice; • officer assessments; • consultation documentation; • representations received; • Committee reports; • Committee decisions; and • completed legal documentation. Records shall be retained in accordance with the Council's records management arrangements. 14. Monitoring and Review The operation of this Protocol shall be monitored by the Community Partnership Team in conjunction with Legal, Democratic and Strategy. The Protocol shall be reviewed periodically, or sooner where there are changes to legislation, case law, statutory guidance or the Council's governance arrangements. 15. Indicative Process Timeline An indicative timetable for Community Asset Transfer applications involving Common Good property is maintained by the Community Partnership Team and is appended to this Protocol. The timetable is intended to support operational planning only and may be amended to reflect: • Committee cycles; • statutory consultation requirements; • legal advice; • the complexity of individual applications; Page 123 of 206
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Community Ownership and Management of Council Owned Assets Policy 28 • resource availability; and • any other operational or governance considerations. The current timetable should be read alongside this Protocol and the Community Ownership and Management of Council Owned Asset Policy and should not be interpreted as creating fixed deadlines where statutory requirements or governance considerations require variation. Cycle 1 Example (January to March 2027) Action Date Application Validated 9 August 2026 onwards Legal determination of Common Good status (including confirmation of whether the asset is alienable or inalienable, where applicable) After validation CAT Team Consideration of Application 9 August 2026 to 11 September 2026 Application Scored by Scoring Panel of Officers Week Commencing 14 September 2026 Leadership Group to Score and Agree to Proceed to Consultation/Refusal 29 September 2026 Preparation for Consultation 30 September 2026 to 20 October 2026 Go Live Consultation (8 weeks) 20 October 2026 End of Consultation 15 December 2026 Collation of Representations and Drafting of Responses including preparation of report to Leadership Group 16 December 2026 to 18 December 2026 Leadership Group (i) to advise of outcome of consultation and confirm recommendation to Committee (ii) agree draft responses to any representations made at statutory consultation (subject to Committee approval) 22 December 2026 Deadline for Committee Report (i) Recommendation for approval/rejection (ii) Outcome of consultation and approval of responses to representations 7 January 2027 Convenors 18 January 2027 Committee Date (Communities) 8 February 2027 Decision Issued & Responses to Representations Issued 9 February 2027 Page 124 of 206
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North Lanarkshire Council Report Policy and Strategy Committee Does this report require to be approved? ☒ Yes ☐ No Ref RB Date 17/09/26 Update on the review of the council’s Democratic, Committee, and Decision-Making governance procedures From Rachel Blair, Chief Officer (Legal, Democratic and Strategy) E-mail blairr@northlan.gov.uk Executive Summary This report provides Policy and Strategy Committee with an update on progress in undertaking the review of the council's Democratic, Committee, and Decision-Making governance procedures. The report builds on the phased approach approved in September 2025 and subsequent reports to Policy and Strategy Committee and full Council, which provided updates on the review programme and on the procurement and implementation of the Electronic Voting and Mobile Hybrid Meeting System. Now complete, Phase 1 has established a strong foundation for the review. Activity has included documenting governance improvements since 2018, implementing electronic voting and enhanced hybrid meeting arrangements, and completing an options appraisal for the Committee Management Information System. Collectively, these improvements have strengthened accessibility, transparency, and participation, while enhancing digital capability and providing Elected Members with greater flexibility when engaging in council business. The review has confirmed that the council’s democratic governance arrangements remain robust, legally compliant, and effective. Benchmarking across local government in Scotland compares favourably across a range of governance practices, while also identifying opportunities to modernise governance documentation, improve accessibility, strengthen supporting guidance, and consolidate governance arrangements into a single Democratic Framework. The review has therefore evolved from one focused on identifying potential improvements to one centred on modernisation, simplification, and continuous improvement to enhance the resources and support available to Elected Members in carrying out their governance, scrutiny, and decision-making role. Building on these foundations, Phases 2, 3 and 4 are therefore now being progressed concurrently to support a co-ordinated and integrated approach to governance reform to strengthen understanding of the council’s democratic and decision-making arrangements for Elected Members, officers, and the public. The review is on track for completion by December 2026, enabling the consolidated Democratic Framework to be considered by full Council in cycle 1 of 2027 and helping to build on the council's strong governance foundations for the next council term. Recommendations It is recommended the Policy and Strategy Committee: Item 8 Page 125 of 206
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1. Background 1.1 In September 2025, Policy and Strategy Committee approved proposals to undertake a phased review of the council's Democratic, Committee, and Decision-Making governance procedures. 1.2 The review is intended to consolidate governance processes, strengthen digital capability, enhance transparency and accountability, and establish a modern and resilient democratic framework. It seeks to ensure the council's governance arrangements remain fit for purpose and continue to support effective and democratic decision-making. 1.3 The review reflects Best Value expectations for scrutiny and continuous improvement under the Local Government in Scotland Act 2003, as well as the seven core principles set out in CIPFAs Delivering Good Governance in Local Government: Framework (2016). It also takes account of guidance issued by SOLAR (Society of Local Authority Lawyers and Administrators in Scotland), and practice across local government in Scotland. Collectively, these statutory and professional frameworks provide the benchmark against which the council’s own governance arrangements have been assessed throughout the review. 1.4 As well as supporting compliance with recognised governance standards and good practice, effective governance is also a key enabler of the council's strategic priorities. Ensuring strong governance that continues to support the successful delivery of the priorities and improvements for place and people (as set out in The Plan for North Lanarkshire and Programme of Work), is therefore an important aspect of the review. As such, the review also provides an opportunity to strengthen governance arrangements and enhance understanding of how decisions taken by the council contribute to tangible benefits for the people and communities of North Lanarkshire. 1.5 The review also supports the council’s wider ambition of maintaining governance arrangements that are proportionate, transparent, and resilient, while ensuring that governance documentation remains accessible to Elected Members, officers, and the public. 1.6 The review is structured across four phases, with a target completion date of December 2026. This phased approach provides a clear way forward for progressing governance (1) Acknowledge the progress made to date in delivering the democratic, committee, and decision-making governance review, (2) Note the next steps set out in the report in relation to each of the review workstreams, (3) Agree to the progression of the stakeholder engagement programme with Elected Members, and other key stakeholders, to inform and shape the final Democratic Framework, and (4) Note that the final outcomes of the review are scheduled to be reported to full Council in cycle 1 of 2027. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Programme of Work Statutory / corporate / service requirement Page 126 of 206
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improvements, procedural reform, and the consolidation of governance arrangements in a planned and proportionate manner. Phase Areas of focus 1 Foundations - governance systems baseline and access improvements. 2 Engagement and accessibility - documentation clarity and public usability. 3 Decision-making principles - standards, transparency, and competency guidance in relation to motions, amendments, and related processes. 4 Modernisation and consolidation - Standing Orders, Scheme of Administration, Scheme of Delegation, and a single Democratic Framework. 1.7 While each phase has a distinct focus, the workstreams are interdependent and collectively support the development of a single modern governance framework. Progress within earlier phases has therefore informed the scope and direction of subsequent workstreams, enabling evidence gathered through benchmarking, compliance assessment, and operational experience to shape the overall programme. Through this phased approach, the review aims to deliver: • Clear and complementary roles and responsibilities for Members and officers, supporting accountability, constructive democratic processes, and proportionate scrutiny and oversight. • Fair, consistent, and transparent decision-making arrangements that continue to underpin delivery of the council's strategic priorities, strengthen public confidence, and make effective use of technology to enhance participation, efficiency, and effectiveness. • Plain-language governance documentation that is easier for Members, officers, and the public to navigate, understand, and apply. • Governance documentation that is capable of being maintained and updated more efficiently, reducing duplication and supporting future governance development. • A consolidated and coherent Democratic Framework that brings together key governance documents, promotes consistency, supports ease of reference, and strengthens understanding of the council’s democratic and decision-making arrangements. 1.8 Since approval of the review programme in September 2025, a number of reports have been considered by committee providing updates on various aspects of the work. These are summarised in paragraphs 1.8.1 to 1.8.4 below. 1.8.1 An update on implementation of a new electronic voting and mobile hybrid meeting system, following the contract award, was reported to full Council in December 2025. The report outlined the system’s key functionalities and benefits, including secure electronic voting, hybrid meeting capability, enhanced webcasting, and greater flexibility to support meetings in community venues. It also detailed the implementation programme, including testing, training, phased deployment, and delivery timescales. 1.8.2 A progress update on Phase 1 was reported to the Policy and Strategy Committee in March 2026. This established the council's governance baseline and documented improvements between 2018 and 2025, including enhancements to democratic procedures, committee administration, and meeting scheduling, together with strengthened scrutiny, competency, relevancy, and affordability controls. The update also highlighted corresponding changes to Standing Orders and committee Page 127 of 206
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procedures. 1.8.3 The March 2026 report also outlined the evolution of council practices since 2018 in relation to digital accessibility and publication standards. This included the introduction of audio-visual recording, remote and hybrid meetings, enhanced digital access to committee information, and the procurement of the new electronic voting and mobile hybrid meeting system. 1.8.4 A further update was reported to full Council in June 2026 following the successful deployment of the electronic voting and mobile hybrid meeting system within the Council Chambers and associated hybrid meeting environments. The report outlined the training, guidance, and support provided to Elected Members and officers, together with operational and procedural expectations to support the secure, transparent, and effective use of the technology. 1.9 Building on the foundations established through Phase 1, the review has progressed to Phases 2, 3 and 4 which are being taken forward concurrently to ensure a co- ordinated and cohesive approach to procedural governance reform. Recognising the interdependency of governance procedures, practice, and documentation, this will facilitate the development of a single, consolidated Democratic Framework that improves the clarity of governance documents, strengthens public participation, and promotes greater understanding of how the council conducts its business and makes decisions. 1.10 This report provides Policy and Strategy Committee with an update on progress across the remaining phases of the review and outlines the next steps being taken to implement a coherent package of governance reforms, establish a single Democratic Framework, and support completion of the review programme by December 2026. 2. Progress update as at August 2026 2.1 Since the previous updates reported to Committee and Council, the activity plan has been refined to reflect delivery to date, the interdependencies across the remaining programme, and the more detailed workstreams emerging as the review has progressed. The updated plan is set out in Appendix 1 and confirms that activity is underway across all remaining phases. The overall target completion date of December 2026 remains unchanged. 2.2 Overall, the work undertaken to date demonstrates that the council’s governance arrangements continue to operate effectively and are supported by a mature governance framework. The remaining work is therefore focused primarily on modernisation, simplification, and continuous improvement rather than addressing fundamental weaknesses or areas of non-compliance. 2.3 Appendix 1 also identifies completed and ongoing actions and summarises progress against each workstream. The key activities delivered to date, together with the next steps, are summarised in paragraphs 2.3.1 to 2.3.4 below. For ease of reference, the numbering in these sub-sections reflects the corresponding activity numbers contained within Appendix 1. Phase 1: Foundations - governance systems baseline and access improvements. 2.3.1 All Phase 1 activities have been completed, as summarised below. (1.1) Chronology of incremental updates and improvements since 2018. Page 128 of 206
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The council has implemented a wide range of incremental governance improvements between 2018 and 2025. These have collectively modernised governance arrangements, strengthened procedural controls, and improved transparency, and include: • Enhancing democratic procedures relating to motions and amendments, questions, agenda management, and substitute membership. • Streamlining committee administration through revised arrangements for minutes, agenda packs, and the publication and resubmission of motions and amendments. • Rationalising the timetable of meetings to better align with Elected Members’ availability and improve scheduling across the civic calendar. • Strengthening governance controls by requiring motions and amendments to be competent, relevant, and affordable, with financial implications and funding sources clearly identified. • Enhancing governance and scrutiny arrangements through revised substitute Member provisions and updated arrangements for Planning and Regulatory Committees, and the Audit and Scrutiny Panel. • Improving the clarity, transparency, and flexibility of committee procedures through corresponding updates to Standing Orders. (1.2) Details of how the council’s digital accessibility and publication standards practices have already evolved. The council's approach to digital accessibility, publication standards, and public access to governance information has also evolved significantly since 2018. Key developments include: • Formalisation of audio-visual recording of meetings in accordance with the council's Media Policy, strengthening public access and transparency. • Enhancing digital accessibility through electronic publication of the volume of minutes, simplified minute approval processes, electronic meeting requests, and agenda pack links (while retaining hard copy access on request). • Introducing remote meetings, supported by a formal Remote Meetings Protocol and Elected Members’ training. • Introducing and embedding hybrid meeting arrangements, enhancing flexibility, and broadening participation opportunities for Elected Members. • Implementing a Committee Management Information System, improving transparency through publication of attendance records, declarations of interest, committee memberships, and appointments to outside bodies. • Recording exempt items of business and making these available to Elected Members on request, strengthening oversight and informed participation. • Updating committee minutes to record questions requiring follow-up action. • Introducing electronic voting and enhanced arrangements for recording and reporting Elected Member questions and responses. (1.3) Options appraisal for the Committee Administration Management System (CMIS) system. The options appraisal for the CMIS system considered three options: (i) discontinue the current system, (ii) extend the existing contract for 12 months, or (iii) procure a replacement system. Following stakeholder engagement, a SWOT analysis, a risk assessment, and an evaluation against agreed criteria, Option 2 - extend the current contract for 12 months - was identified as the preferred Page 129 of 206
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option. • The preferred option ensures continuity of service and retains a system familiar to Elected Members, officers, and the public. It represents the most proportionate and lowest-risk approach, avoiding the need for an accelerated procurement exercise while providing sufficient time to undertake the benchmarking, analysis, and market assessment necessary to inform future requirements for the council’s committee administration system. • The extension period is being used to complete a programme of preparatory work, including identifying business and user requirements, evaluating alternative solutions available within the market, comparing approaches adopted by other councils, assessing opportunities to improve the use of existing system functionality, and developing a detailed technical specification. (1.4) Pilot of electronic voting in selected committees, with training and support for Elected Members. Following testing of the electronic voting and mobile hybrid meeting system, a soft launch of electronic voting was undertaken across selected committees to support live operational testing and feedback. • Training, demonstrations, and operational support have been made available to all Elected Members and relevant officers to support the introduction and operation of the arrangements. • Guidance notes and supporting instructions have also been circulated covering the operation of the system, hybrid meeting arrangements, and practical meeting management procedures. (1.5) Review of hybrid / webcasting arrangements to ensure transparency while safeguarding confidentiality. Hybrid and webcast meeting arrangements have been monitored throughout implementation to assess their effectiveness in supporting access, participation, and transparency while maintaining appropriate safeguarding controls. • Ongoing operation of these arrangements has provided valuable learning and insight into their practical application, helping to inform continued developments and refinements as hybrid and community-based meeting arrangements evolve. Phase 2: Engagement and accessibility - documentation clarity and public usability. 2.3.2 Benchmarking and desktop analysis were undertaken across local government in Scotland to compare governance documentation, committee procedures, and public democratic governance arrangements. This work has provided an evidence base against which North Lanarkshire Council’s governance arrangements have been assessed and has helped identify examples of good practice and opportunities for improvement. (2.1) Review of committee minutes to improve clarity, accessibility, and public understanding. Overall, benchmarking against the minutes of Scotland's other 31 local authorities found that North Lanarkshire's minutes compare favourably and provide a clear record of governance, scrutiny, and decision-making. Opportunities were nevertheless identified to further improve consistency and usability through a Page 130 of 206
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more streamlined and standardised approach that makes discussions, decisions, and actions easier to identify and understand. Benchmarking also identified a growing use of transparency statements within the published minutes of a number of local authorities. These statements distinguish between formal declarations of interest, which require consideration under the Councillors Code of Conduct, and circumstances where an Elected Member wishes to proactively record a connection or association with a matter, but, having applied the objective test, has concluded that it does not amount to a declarable interest and therefore does not preclude their participation in the meeting. Such statements are intended to enhance openness and public confidence by providing additional context regarding Members’ connections to matters under consideration. The potential benefits, practical implications, and consistency of such as approach will be considered further as part of the wider review of committee procedures and governance documentation. Strengths Gaps • Clear recording of decisions through a consistent Decided section. • Strong procedural governance recording attendance, substitutes, apologies, and declarations of interest. • Clear audit trail between reports considered and decisions reached. • Good accountability through recording follow-up reports and additional requests. • Transparent decision-making, with key matters and agreed outcomes documented. • Consistent recording of Elected Member questions and officer commitments, supporting scrutiny. • Minutes can be difficult to navigate due to detailed report summaries and procedural wording. • Key decisions are not always immediately visible within the narrative. • Limited summary of discussion or rationale behind decisions. • Follow-up actions are not captured within a single action-tracking format. • Repetitive phrasing and lengthy descriptions of report contents reduce readability. • Public accessibility could be enhanced through greater use of plain language and more concise summaries. • Inconsistencies in format. Opportunities for improvement • Introduce a standard minute template across committees. • Improve visibility of decisions through standardised formatting and headings. • Include brief summaries of each item's purpose and outcome. • More clearly distinguish between discussions, decisions, and actions. • Adopt clearer, more concise drafting, and plain-language principles. • Build on the existing approach to recording Member questions and officer commitments by incorporating these into a wider formal action-tracking process. • Consider whether the introduction of transparency statements, where appropriate, would further enhance openness and public confidence in the council’s decision making processes. Page 131 of 206
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Importantly, the benchmarking exercise found no evidence that the council’s current approach is inconsistent with recognised practice elsewhere in Scotland. The opportunities identified relate primarily to improving readability, accessibility, and consistency rather than addressing deficiencies in governance or decision making. To support the next stage of the programme, the benchmarking findings are being evaluated against recognised good practice to inform the development of a standard committee minute template and supporting guidance. The next stage will also include an end-to-end process mapping exercise covering the preparation, quality assurance, approval, and adoption of committee minutes. This will help identify opportunities to simplify processes, reduce administrative effort, improve efficiency, and support the continued timely and accurate production of committee minutes. (2.2) Assessment of Committee Questions Log to ensure it strengthens accountability and meaningful scrutiny. Introduced in cycle 1 of 2025, the Committee Questions Logs have been consolidated and analysed. Since implementation, 134 questions have been recorded across committees (see Appendix 2), providing a useful evidence base on scrutiny activity, committee oversight, and follow-up arrangements. The analysis also provides a valuable baseline against which future scrutiny activity and committee effectiveness can be monitored over time. This analysis will inform the next stage of the programme, with further work underway to identify emerging themes and patterns and consider a categorisation approach to distinguish between scrutiny-related questions, requests for information, and requests for service-related matters that require operational follow-up. An end-to-end process mapping exercise will also be undertaken to consider opportunities for a consolidated action and questions log, to streamline the handling, response, and publication of committee questions, and strengthen accountability and follow-up arrangements. (2.3) Review of the Petitions Process to assess accessibility, transparency, and effectiveness in enabling public participation. The council’s petitions process is set out on the council website and reflects the amended arrangements approved by full Council in December 2024: https://www.northlanarkshire.gov.uk/your-council/complaints-and- feedback/petitions-process. The Scheme of Delegation (April 2026) sets out delegated authority to named officers “to enact the terms of a petition received by the council in so far as resources and authority is available and appropriate”. In addition, the Scheme of Administration provides a consistent framework for the consideration of petitions, with relevant committees having responsibility “to consider and agree action in relation to petitions received by the council relative to the business of the Committee”. This ensures petitions are considered and determined through established democratic and governance arrangements. Page 132 of 206
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Initial benchmarking across local government in Scotland found significant variation in petition processes and no common model or set of standards. Differences were noted in areas including signature thresholds, admissibility criteria, qualifying requirements, officer assessment arrangements, committee routes, public speaking rights, response and reporting arrangements, and governance ownership of the process. To support the next stage of the programme, the benchmarking findings are being assessed further to identify any principles and characteristics associated with effective petition arrangements and to better understand the implications of the different approaches adopted across local government. This work will inform consideration of the role of petitions within the council's wider democratic arrangements and the proposed Democratic Framework. It will also consider how petitions support public participation, community empowerment, and public confidence in local decision-making, and whether the current arrangements remain fit for purpose within a modern and accessible model of democratic governance. This work also provides an opportunity to consider whether greater consistency between petitions, public participation arrangements, and committee procedures could further strengthen public engagement with the council’s democratic processes. Phase 3: Decision-making principles - standards, transparency, competency guidance in relation to motions, amendments, and related processes. 2.3.3 The three activities within this phase have been combined into a single consolidated workstream. (3.1, 3.2, 3.3) Review of decision-making principles, development of competency guidance for Elected Members and officers, and consideration of approaches to handling non-competent matters to ensure motions, amendments, and related processes are clear, fair, and consistently applied. Initial benchmarking indicates that while councils generally operate within the same legislative and governance framework, there is no single common approach to the detailed procedures supporting motions, amendments, procedural rulings, competency considerations, and the handling of non- competent matters, with significant variation evident across local government. This reinforces the importance of developing locally appropriate governance arrangements that reflect legislative requirements, recognised good practice, and the council’s own experience rather than seeking to replicate another authority’s approach. The next stage of the programme will examine how motions, amendments, and procedural matters are presented and managed, alongside the provision of practical competency guidance and approaches to addressing non-competent matters. This will inform the development of clear, consistent, and accessible decision-making procedures and supporting governance documentation. Phase 4: Modernisation and consolidation - Standing Orders, Scheme of Administration, Scheme of Delegation, and a single Democratic Framework. Page 133 of 206
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2.3.4 The three activities within this phase have been combined into a single consolidated workstream. (4.1, 4.2, 4.3) Modernisation and consolidation of Standing Orders, the Scheme of Administration, the Scheme of Delegation, and related governance documentation to improve clarity, proportionality, and accessibility, align with the council's Leadership and Operating Model, and support the development of a single coherent Democratic Framework. To support this phase, a compliance assessment was undertaken comparing the council's Standing Orders against the requirements of Schedule 7 of the Local Government (Scotland) Act 1973 (see Appendix 3). This provided an evidence- based assessment of the extent to which the council's existing framework aligns with the statutory requirements governing meetings and proceedings of local authorities. • The evaluation concluded that the council’s Standing Orders are substantially compliant with the legislative requirements. Compliance was demonstrated across all key areas of the statutory framework, including meetings, notice arrangements, business management, quorum, voting, attendance records, minutes, and committee governance. • The only area identified for further consideration relates to the legislative provision regarding vacancies and qualifications of members, which are currently relied upon through the Act itself rather than being expressly reflected within the Standing Orders. • Overall, the assessment provides assurance that the council’s decision- making arrangements remain robust, transparent, and legally compliant. Taken together, the compliance assessment, benchmarking exercise, and operational review provide assurance that the council’s governance framework remains legally robust. The remaining work is therefore focused on improving usability, consistency, and accessibility while preserving the strengths of the existing governance arrangements. While no significant compliance issues were identified, the assessment highlighted opportunities to further enhance the simplicity, consistency, and completeness of existing arrangements. These findings will inform the modernisation of the council’s governance documentation and its consolidation within the proposed Democratic Framework, supporting a more accessible and coherent structure, as reflected in the initial improvement considerations set out in Appendix 4. To illustrate the proposed approach, an example protocol has been included at Appendix 5. The example is provided for illustrative purposes only, and demonstrates how governance content could be structured and presented within the Democratic Framework. It shows how principles relating to a specific governance matter, procedural and operational requirements, expected practice, and document management arrangements could be brought together within a single integrated document. Stakeholder engagement programme 2.4 As the programme moves into its final stages, a programme of engagement will be undertaken with Elected Members, supported by input with other key stakeholders, to Page 134 of 206
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inform and shape the final Democratic Framework. Engagement will include Elected Members from all political groups and groupings together with relevant officers and governance practitioners. Where appropriate, feedback from users of governance documentation will also inform the final design and presentation of the Democratic Framework to ensure it is practical, accessible, and user focussed. 2.5 Building on the benchmarking and analysis undertaken to date, this engagement will provide Elected Members with an opportunity to consider emerging proposals, identify priorities for modernisation, and contribute to the development of the final Democratic Framework. Particular focus will be given to the accessibility and usability of governance documentation, decision-making procedures, public participation arrangements, and the practical operation of democratic processes. 2.6 The stakeholder engagement programme will also provide an opportunity to test the proposed structure of the Democratic Framework prior to its finalisation, ensuring that the completed framework is proportionate, practical, and capable of supporting effective democratic governance throughout the next council term. 2.7 Feedback and insights gathered through this engagement will play a key role in shaping the final stage of the programme and supporting completion of the review. This will culminate in a final Democratic Framework being reported to full Council in cycle 1 of 2027. 3. Measures of success 3.1 The review will be considered successful when: • Governance arrangements remain legally compliant, proportionate, accessible, and transparent. • Elected Members and officers confirm that governance processes, procedures, and supporting guidance are clear, consistent, and practical to apply. • Public confidence and understanding of democratic processes are strengthened through clear decision-making arrangements, modernised practices, and accessible governance documentation, • Governance documentation is consolidated within a coherent Democratic Framework that promotes consistency, usability, and ease of maintenance. • North Lanarkshire’s governance arrangements reflect good practice and are informed by benchmarking and stakeholder engagement. 4. Supporting documentation 4.1 Appendix 1 - Updated Activity Plan and Timeline (at August 2026). Appendix 2 - High-level analysis of Committee Questions Log (cycle 1 2025 to cycle 2 2026). Appendix 3 - Compliance assessment of the council’s Standing Orders against Schedule 7 of the Local Government (Scotland) Act 1973: Meetings and Proceedings of Local Authorities. Appendix 4 - Democratic Framework development themes and considerations. Appendix 5 - Illustrative example demonstrating how protocol content may be presented within the proposed Democratic Framework. Rachel Blair Chief Officer (Legal, Democratic and Strategy) Page 135 of 206
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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 will ensure that the council’s democratic arrangements remain legally robust, compliant with statutory requirements, and aligned to the principles of the CIPFA Delivering Good Governance in Local Government: Framework (2016). 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 (Scotland) Act 1973 (and its subsequent amendments) sets out Schedule 7 in relation to requirements for Meetings and Proceedings of Local Authorities. • The Local Government in Scotland Act 2003 introduced the statutory duty of Best Value which requires the council to “make arrangements which secure Best Value” and ensure “continuous improvement in the performance of the authority’s functions”. 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 Page 136 of 206
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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? The review supports the management of the Corporate Risk relating to Governance, Leadership, and Decision Making by strengthening the effectiveness, compliance, and resilience of the council's democratic governance arrangements. 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 Page 137 of 206
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carried out? Work to undertake a CRWIA is currently underway. Yes ☐ No ☒ Page 138 of 206
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Appendix 1 Updated Activity Plan and Timeline (at August 2026) Phase Areas of focus Key activities Indicative target completion date Position (August 2026) 1 Foundations - governance systems baseline and access improvements. 1.1 Democratic Manager to provide chronology of incremental updates and evidence of existing improvements since 2018. April 2026 Complete. Further detail is provided in section 2.3.1 of this report. 1.2 Democratic Manager to provide details of how the council’s practices have already evolved (e.g. digital accessibility, publication standards). Complete. Further detail is provided in section 2.3.1 of this report. 1.3 Options appraisal for CMIS / MARS system, focusing on usability, accessibility, and integration with digital platforms. Complete. Further detail is provided in section 2.3.1 of this report. 1.4 Pilot of electronic voting in selected committees, with training and support for Elected Members. Complete. Further detail is provided in section 2.3.1 of this report. 1.5 Review of hybrid / webcasting arrangements to ensure transparency while safeguarding confidentiality. Complete, but learning and insights continue to inform further developments and refinements as hybrid and community based meeting arrangements evolve. Further detail is provided in section 2.3.1 of this report. 2 Engagement and accessibility - documentation clarity and public usability. 2.1 Review of committee minutes to improve clarity, accessibility and public understanding (including plain-English templates and summary formats). Phases 2, 3 and 4 are progressing concurrently in line with the overall target completion date, which remains December 2026 as originally agreed. Underway. Benchmarking of local government across Scotland is complete. Findings are being evaluated against recognised good practice to inform a standard committee minute template and supporting guidance. An end-to-end process mapping exercise covering the preparation, quality assurance, approval, and adoption of committee minutes will be undertaken to help identify opportunities to simplify processes, reduce administrative effort, and improve efficiency. 2.2 Assessment of Committee Questions Log to ensure it strengthens accountability and meaningful scrutiny. Underway. Committee Questions Logs have been consolidated and analysed, providing a useful evidence base. Further analysis is underway to identify emerging Page 139 of 206
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Phase Areas of focus Key activities Indicative target completion date Position (August 2026) themes and patterns and consider a categorisation approach to distinguish between scrutiny-related questions and requests for information or service. An end-to-end process mapping exercise will consider opportunities for a consolidated action and questions log to streamline processes. 2.3 Review of the Petitions Process to assess accessibility, transparency, and effectiveness in enabling public participation. Consider thresholds, clarity of guidance, support for petitioners, feedback mechanisms and alignment with best practice in participatory democracy. Underway. Benchmarking has found significant variation in petition processes, with no common model or set of standards, and many differences in practices. Findings are being assessed further to identify any principles and characteristics associated with effective petition arrangements and to better understand the implications of the different approaches adopted across local government. This work will inform consideration of the role of petitions within the council's wider democratic arrangements and the proposed Democratic Framework. 3 Decision- making principles - standards, transparency, and competency guidance in relation to motions, amendments, and related processes. 3.1 Review of decision-making principles to ensure motions, amendments and related processes are clear, fair, and consistently applied. These three activities have been combined into a single consolidated workstream. Underway Benchmarking indicates that while councils generally operate within the same legislative and governance framework, there is no single common approach. Findings will inform further analysis of how motions, amendments, and procedural matters are presented and managed, alongside the provision of practical competency guidance and approaches to addressing non-competent matters. 3.2 Development of guidance for Members and officers on competency, framed around principles of transparency and accountability. 3.3 Consideration of approaches to handling non- competent matters, balancing openness with fairness to Members. 4 Modernisation and consolidation - Standing Orders, 4.1 Full modernisation of Standing Orders, framed around clarity, proportionality, and accessibility. These three activities have been combined into a single consolidated workstream. Underway. Benchmarking of governance documentation and a 4.2 Review and update of the Scheme of Administration and Scheme of Delegation, ensuring proportionality Page 140 of 206
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Phase Areas of focus Key activities Indicative target completion date Position (August 2026) Scheme of Administration, Scheme of Delegation, and a single Democratic Framework. and alignment with the council’s Leadership and Operating Model. compliance assessment of Standing Orders against Schedule 7 of the Local Government (Scotland) Act 1973 have been completed, concluding that the council’s Standing Orders are substantially compliant with the legislative requirements. The assessment has highlighted opportunities to further enhance the simplicity, consistency, and completeness of existing arrangements. Findings will inform the modernisation of the council’s governance documentation and its consolidation within the proposed Democratic Framework. To demonstrate how governance content could be structured and presented within the Democratic Framework, an illustrated example is provided at Appendix 5. 4.3 Consolidation of all governance documents into a single, coherent framework. Stakeholder engagement programme 4.4 Programme of engagement with Elected Members, supported by input from other key stakeholders, to inform and shape the final Democratic Framework and support completion of the review programme. November 2026 Process to be discussed and agreed with Elected Members. Page 141 of 206
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Appendix 2 High-level analysis of Committee Questions Logs (cycle 1 2025 to cycle 2 2026) A total of 174 questions were recorded through Committee Questions Logs between cycle 1 2025 and cycle 2 2026. The analysis below provides a high-level overview of activity across committees and service areas and will help inform the next stage of the review. Table 1: Number of questions by committee and cycle Committee 2025 2026 Total cycle 1 cycle 2 cycle 3 cycle 4 cycle 1 cycle 2 Adult Care and Social Work 3 4 0 2 2 5 16 Audit and Scrutiny Panel 2 0 12 5 1 1 21 Communities 14 2 6 2 1 1 26 Council 0 0 0 4 0 1 5 Education, Children and Families 4 0 3 2 3 0 12 Enterprise and Fair Work 2 2 0 2 0 2 8 Environment and Climate Change 6 4 6 0 2 5 23 Finance and Resources 1 3 2 4 0 2 12 Housing 3 0 7 2 5 0 17 Planning 3 0 0 0 0 0 3 Policy and Strategy 6 13 3 0 1 0 23 Wellbeing and Tackling Poverty 0 3 0 2 0 3 8 Total 44 31 39 25 15 20 174 Table 2: Number of questions by Chief Officer service area Service areas Number of questions All Chief Officers 1 Chief Executive / Depute Chief Executive 7 Adult Social Work Adult Social Work 13 Health and Social Care Partnership 3 Chief Executive’s services Audit and Risk 8 Finance and Technology 23 Legal, Democratic, and Strategy 9 People Resources 5 Strategic Communications 17 Education and Families Children, Families, Justice, and Integrated Practice 11 Education 5 Enterprise and Communities Assets and Procurement 10 Community Operations 28 Housing and Communities 6 Place 28 Total 174 Most agenda items that attracted questions received only a small number, with 67% receiving a single question, 25% receiving two questions, and 8% receiving three questions. Agenda items attracting the highest number of questions were: • Policy and Strategy Committee, cycle 2 2025, City Deal Programme - East Airdrie Link Road update (9 questions). • Communities Committee, cycle 1 2025, Community Safety Strategy 2025-30 (7 questions). • Environment and Climate Change Committee, cycle 3 2025, Winter Services Policy and Procedures 2025/26 (5 questions). Page 142 of 206
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Appendix 3 Compliance assessment of the council's Standing Orders against Schedule 7 of the Local Government (Scotland) Act 1973: Meetings and Proceedings of Local Authorities. Area Requirement as per Schedule 7 of the Local Government (Scotland) Act 1973: Meetings and Proceedings of Local Authorities Compliance evaluation as at August 2026 against the council’s Standing Orders (2024) Council meetings 1(1). A council shall hold in every year such meetings as they think necessary and in an election year shall hold a meeting within 21 days from the date of the election. Compliant. Standing Order 2(a) requires a Statutory Meeting to be held within 21 days of the election and Standing Order 2(b) provides for a cycle of Ordinary Meetings. Time of meetings 1(2). Meetings shall be held at such hours and on such days as the council at their first meeting decide or by standing order determine. Compliant. Standing Order 2 specifies that council meetings shall be held at 4.00pm on the Thursday of the final week of each cycle and sets out arrangements for Statutory and Ordinary Meetings. Place of meetings 1(3). Meetings shall be held at such place, either within or without their area, as the council may direct. Compliant. Standing Order 4 provides that meetings shall be held at a venue determined by the Chief Executive, in consultation with the Provost where this is not the Council headquarters and all meetings shall be available in hybrid form (with exceptions noted). Special meetings 1(4). A special meeting may be called at any time by the convener of the council or on the requisition of at least one-fourth of the whole number of members of the council, which meeting shall be held within 14 days of receipt of the requisition by the proper officer of the council. Compliant. Standing Order 3 provides for Special Meetings called by the Provost or on a written requisition signed by at least one quarter of the whole number of Members, with the meeting to be held within 14 days of receipt. Notice of meetings, summons to attend, and contents of notice 2(1). Three clear days at least before a meeting of a council - (a) notice of the time and place of the intended meeting shall be published at the council’s offices and, where the meeting is called by members of the council, the notice shall be signed by those members and shall specify the business proposed to be transacted thereat; and (b) a summons to attend the meeting, specifying the business to be transacted thereat and signed by the proper officer of the council, shall, subject to sub- paragraph 2(2) below, be left at or sent to the usual place of residence of every member of the council. 2(2). If a member of a council gives notice in writing to the proper officer of the council that he desires summonses to attend meetings of the council to be sent to him at some address Compliant and exceeds statutory minimum. Standing Order 6 requires publication of notices and meeting arrangements at least six clear working days before meetings at the Civic Centre and on the council website. Compliant. Standing Order 6 requires Members to receive notice, meeting arrangements and access to meeting papers via their council email address, with requests to receive a printed copy permissible and assessed in line with the Equality Act 2020. Compliant. Standing Orders 3 and 6 require requests for a special meeting called to be signed by Members and require the notice to specify the business proposed to be transacted. Page 143 of 206
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Area Requirement as per Schedule 7 of the Local Government (Scotland) Act 1973: Meetings and Proceedings of Local Authorities Compliance evaluation as at August 2026 against the council’s Standing Orders (2024) specified in the notice other than his place of residence, any summons addressed to him and left at or sent to that address shall be deemed sufficient service of the summons. 2(3). Want of service of a summons on any member of a council shall not affect the validity of a meeting of the council. Business to be conducted 2(4). Except in the case of business required by or under this or any other Act to be transacted at a meeting of a council and any other business brought before that meeting as a matter of urgency in accordance with the council’s standing orders, no business shall be transacted at a meeting of the council other than that specified in the summons relating thereto. Compliant. Standing Order 15 restricts business to that contained within the summons, except statutory business or urgent, relevant and competent matters admitted by the Chair. Presiding officer 3(1). At a meeting of a council the convener, if present, shall preside. 3(2). If the convener is absent from a meeting of the council, the depute convener shall preside. 3(3). If the convener and depute convener are absent from a meeting of the council, another member of the council chosen by the members present shall preside. Compliant. Standing Order 12 mirrors the statutory requirement for the Provost, Depute Provost or a Member chosen by those present to preside. Quorum 4(1). Subject to sub-paragraph 4(2) below, no business shall be transacted at a meeting of a council unless at least one- fourth of the whole number of members of the council are present. 4(2). Where there are at the same time vacancies in the case of more than one-third of the members of a council, then until the number of members in office is increased to not less than two-thirds of the whole number of members of the council, the quorum of the council shall be determined by reference to the number of members of the council remaining instead of by reference to the whole number of members of the council, so however that the quorum shall never be less than one-eighth of the whole number of members of the council or three members, whichever is the greater number. Compliant. Standing Order 9 requires a quorum of at least one quarter of the whole number of Members before business can be transacted and provides procedures where quorum is lost. Decision- making 5(1). Subject to this or any other Act and to any provisions of standing orders relating to the suspension of such orders or Compliant. Standing Order 38 provides that all questions are decided by a majority of the Members participating and voting. Page 144 of 206
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Area Requirement as per Schedule 7 of the Local Government (Scotland) Act 1973: Meetings and Proceedings of Local Authorities Compliance evaluation as at August 2026 against the council’s Standing Orders (2024) to the procedure for early removal from office of the convener or depute convener, all questions coming or arising before a council shall be decided by a majority of the members of the council present and voting thereon at a meeting of the council. Casting vote 5(2). In the case of an equality of votes the person presiding at the meeting shall have a second or casting vote except where the matter which is the subject of the vote relates to the appointment of a member of the council to any particular office or committee, in which case the decision shall be by lot. Compliant. Standing Order 40 replicates the statutory provision on casting votes and decisions by lot for appointments. Attendance records 6. The names of the members present at a meeting of a council shall be recorded. Compliant. Standing Order 10 requires the names of Members participating in meetings to be recorded as well as apologies. Minutes 7(1). Minutes of the proceedings of a meeting of a council shall be drawn up and shall be signed at the same or next following meeting of the council by the person presiding thereat, and any minute purporting to be so signed shall be received in evidence without further proof. 7(2). Until the contrary is proved, a meeting of a council of whose proceedings has been made and signed in accordance with this paragraph shall be deemed to have been duly convened and held, and all the members present at the meeting shall be deemed to have been duly qualified. Compliant. Standing Order 19 requires minutes to be prepared by the Chief Officer (Legal and Democratic) and, subject to approval or correction as the case may be, signed at the same or next suitable meeting by the person presiding. Complaint. Standing Orders 20, 21, and 22. Committee minutes are prepared and circulated by the Chief Officer, approved collectively by Council unless challenged, with only items marked "C" requiring Council consideration and decision. Standing orders 8. Subject to the provisions of this Act, a council may make standing orders for the regulation of their proceedings and business and may vary or revoke any such orders. Compliant. Standing Order 57 expressly provides for the amendment, variation or revocation of Standing Orders by a simple majority of the Members participating and voting for that purpose subject to an appropriate Notice of Motion having been given under Standing Order 23. Vacancies and qualifications 9. The proceedings of a council shall not be invalidated by any vacancy among their number or by any defect in the election or qualifications of any member thereof. Partially reflected. No specific Standing Order restates this legislative provision. The council relies on the statutory provisions of the 1973 Act. Committees and sub- 10(1). Paragraphs 5 to 9 above (except paragraph 7(2)) shall apply in relation to - Compliant. Standing Order 64 applies the council’s Standing Orders to Committees and Sub-Committees, subject to specified variations and Page 145 of 206
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Area Requirement as per Schedule 7 of the Local Government (Scotland) Act 1973: Meetings and Proceedings of Local Authorities Compliance evaluation as at August 2026 against the council’s Standing Orders (2024) Committees (a) a committee (including a joint committee) of a council and that committee’s members; or (b) a sub-committee of any such committee of a council and that sub-committee’s members. as those paragraphs apply in relation to a council and that council’s members. 10(2). Until the contrary is proved, where a minute of any meeting of any such committee or sub-committee has been made and signed in accordance with paragraph 7 above as applied by this paragraph, the committee or sub-committee shall be deemed to have been duly constituted and to have had power to deal with the matters referred to in the minute, the meeting shall be deemed to have been duly convened and held and the members recorded under paragraph 6 above as having been present at the meeting shall be deemed to have been duly qualified. additional provisions. Page 146 of 206
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Appendix 4 Democratic Framework development themes and considerations. Initial considerations identified based on the aims of the council's governance review, future consolidation into a single coherent Democratic Framework, the compliance assessment, and the wider benchmarking exercise. Area Observation Democratic Framework development themes and considerations Structure and usability Standing Orders provide a comprehensive governance framework but can be difficult to navigate, particularly for infrequent users. Review structure, ordering, and presentation to support a more accessible and user-focused framework. Plain language and readability Some provisions continue to reflect traditional procedural drafting and may be difficult for non-specialist users to interpret. Adopt clearer drafting conventions and supporting guidance to improve accessibility for Members, officers, and the public. Decision-making procedures Procedures relating to motions, amendments, voting, and procedural matters are contained across a number of documents. Rationalise, consolidate, and present decision-making procedures in a more structured manner to improve clarity, consistency, and ease of application. Competency and non- competent matters Existing arrangements rely primarily on procedural rules and established practice. Develop supporting guidance to provide greater clarity and consistency regarding competency considerations and the handling of non-competent matters. Governance integration Relevant governance provisions are currently distributed across Standing Orders, the Scheme of Administration, the Scheme of Delegation, and related guidance. Consolidate these arrangements within a coherent Democratic Framework, supported by appropriate cross-referencing and clearly defined relationships between constituent elements of the council's democratic governance arrangements. Page 147 of 206
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EXAMPLE - FOR ILLUSTRATION PURPOSES ONLY EXAMPLE - FOR ILLUSTRATION PURPOSES ONLY Appendix 5 Illustrative example demonstrating how protocol content may be presented within the proposed Democratic Framework. Protocol [number]: Electronic voting and mobile hybrid meeting system The Electronic Voting and Mobile Hybrid Meeting System forms a key component of the council's democratic governance arrangements and supports accessible, resilient, transparent, and efficient decision-making across Council and Committee meetings. A. Principles The foundations to support good governance and promote a consistent and effective approach to implementation and operational practice. 1. Transparency - Electronic voting and hybrid meeting arrangements should support open and transparent decision-making, with voting outcomes clearly recorded, reported and capable of audit and scrutiny. 2. Accessibility - Arrangements should enable Elected Members to participate effectively in council business, whether attending meetings in person or remotely, while supporting wider public access to democratic processes. 3. Security - Democratic systems should be accessed through approved council technology and operated in accordance with information governance, cyber security, and ICT requirements, protecting council information and systems. 4. Integrity - Meeting attendance, participation and voting arrangements should be capable of verification and supported by appropriate controls to ensure the accuracy, legitimacy, and fairness of decision-making processes. 5. Accountability - All participants must comply with approved governance, procedural and information security requirements, ensuring decisions are taken in a consistent, lawful, and responsible manner. 6. Resilience - Electronic voting and hybrid meeting arrangements should support business continuity and ensure democratic decision-making can continue effectively across a range of operating environments and circumstances. 7. Efficiency - Arrangements should make effective use of technology to improve the administration of meetings, increase the accuracy of voting processes, and support efficient decision-making. B. Procedural and operational requirements The formal rules, controls, and mandatory arrangements. Electronic voting • Electronic voting may be used for Council and Committee decision-making. • The system supports both in-person and remote participation. • Voting outcomes are automatically recorded, displayed, and retained as an auditable record. • Electronic voting arrangements must ensure transparency, accuracy, accountability, and the integrity of decision-making processes. Hybrid meeting arrangements • Council and Committee meetings may be conducted using hybrid meeting arrangements. • Meetings may be held in council facilities or approved community venues where the required democratic and technological functionality is available. • Webcasting arrangements should support transparency and public access to decision- making, while maintaining appropriate safeguards for exempt and confidential business. Member participation requirements Page 148 of 206
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EXAMPLE - FOR ILLUSTRATION PURPOSES ONLY EXAMPLE - FOR ILLUSTRATION PURPOSES ONLY • Members participating remotely should be clearly identifiable throughout formal decision- making processes. • During electronic voting, Elected Members attending meetings remotely should keep cameras switched on during electronic voting processes (except where temporary operational, connectivity, welfare, or other exceptional circumstances arise). • Elected Members attending meetings in person should access Microsoft Teams chat functionality only where required; they should not separately join the live meeting as an online participant. Information governance and security • Use of the system must comply with the council's Information and Cyber Security Policy, Acceptable Use of IT Policy, and related security controls. • Access to electronic voting, hybrid meeting systems, and associated democratic platforms must be undertaken using council-issued and managed ICT equipment. • Personal devices must not be used to access council systems (except in the limited circumstances expressly permitted within the Acceptable Use of IT Policy). • Personal devices must not be used to photograph, record, or otherwise capture proceedings, information, or material within the work environment. • The specific requirements relating to remote access, VPN use, hybrid working arrangements, and information handling obligations must be adhered to in order to protect council systems, information assets, and democratic processes. Training and support • Training, guidance, and operational support will be provided to Elected Members and relevant officers. • Guidance and operational procedures will be reviewed periodically to reflect system developments, legislative requirements, and operational learning. • Ongoing support arrangements will be maintained to ensure effective and consistent use of the system. C. Expected practice How Members and Officers are expected to conduct themselves when using the arrangements. Expected practice Practice not in accordance with the approved process Ensuring cameras remain switched on during electronic voting processes. Undertaking any action that could compromise the integrity or transparency of the voting process. Ensuring attendance and participation can be verified throughout the meeting. Ignoring agreed meeting protocols or instructions. Following all operational guidance and meeting procedures. Creating duplicate attendance records or duplicate voting access through multiple methods of connection. Using Microsoft Teams chat functionality appropriately to support meeting participation and communications. Joining a live meeting as a remote participant when physically attending in the Council Chamber. Participating in training, familiarisation sessions, and ongoing support arrangements. Relying on unapproved workarounds or unsupported methods of participation. Supporting transparency by using electronic voting and hybrid meeting arrangements in accordance with approved procedures. Undertaking any action that could undermine public confidence in democratic decision- making. Ensuring exempt and confidential information is handled appropriately. Recording, photographing, or capturing confidential meeting information in an unauthorised manner. Page 149 of 206
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EXAMPLE - FOR ILLUSTRATION PURPOSES ONLY EXAMPLE - FOR ILLUSTRATION PURPOSES ONLY D. Version control The version history of the protocol, supporting accountability, traceability, and effective document management. Date Committee Version 25 June 2026 Council Committee report Recommendations 1. Acknowledge the successful implementation and operational deployment of the Electronic Voting and Mobile Hybrid Meeting System, 2. Acknowledge that training and operational guidance has been offered to all Elected Members and relevant officers, 3. Agrees that, where Elected Members attend meetings remotely, cameras should remain switched on during electronic voting processes, except in exceptional circumstances, in order to support verification of attendance, integrity of the electronic voting process, and public confidence in hybrid democratic governance arrangements, 4. Agrees that Elected Members physically attending meetings within the Council Chamber should access Microsoft Teams chat functionality only and should not join the live meeting itself as a remote participant in order to avoid duplication of attendance records, participant confusion and any potential duplication or compromise of electronic voting capability and meeting governance controls, 5. Acknowledge that all use of the Electronic Voting and Mobile Hybrid Meeting System remains subject to compliance with the council’s Acceptable Use of IT Policy and associated Information Security procedures approved by the Finance and Resources Committee on 27 May 2026, 6. Acknowledge that access to the Electronic Voting and Mobile Hybrid Meeting System, and associated democratic systems, shall be undertaken using council issued and managed ICT equipment only and that personal devices, including personal mobile phones, tablets and laptops, must not be used for meeting participation, remote attendance, electronic voting or access to associated council systems, and 7. Agrees that operational guidance and training materials continue to be reviewed and updated as the system develops and further hybrid meeting arrangements are implemented. Decision All recommendations were approved. Date Committee Version 1 April 2027 Council Protocol [number] Recommendations Decision Page 150 of 206
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North Lanarkshire Council Report Policy and Strategy Committee Does this report require to be approved? ☒ Yes ☐ No Ref REB Date 17/09/26 Preparations for the 2027 – 2032 Council Term From Rachel Blair, Chief Officer (Legal, Democratic and Strategy) E-mail BlairR@northlan.gov.uk Executive Summary The Local Government Elections will take place on Thursday 6 May 2027, following which a newly elected Council will take office for the 2027–2032 Council term. Preparation for the conclusion of the current Council term and the commencement of the next requires a co-ordinated programme of activity to ensure continuity of democratic decision-making, effective governance, operational readiness and appropriate support for all Elected Members. A number of these preparations are already well advanced. In particular, the Council's review of its Democratic, Committee and Decision-Making Governance Procedures is progressing in accordance with the programme previously approved by Policy and Strategy Committee. That work will modernise and consolidate the Council's governance arrangements through the development of a single Democratic Framework and is scheduled to conclude in advance of the Local Government Elections. This report brings together the principal preparations required for the transition to the 2027– 2032 Council term. These include arrangements for the final cycle of Council and Committee meetings; appropriate decision-making arrangements during the period between the final meeting of the current Council and the statutory meeting following the election; completion and implementation of the Democratic Framework; practical preparations for the statutory meeting; Elected Member ICT, accommodation and support arrangements; and a redesigned Member Induction and Development Programme. The proposed decision-making arrangements, including the temporary delegation to the Chief Executive for urgent and necessary matters during the period when the normal Council and Committee cycle is not operating, reflect the usual business continuity arrangements put in place in advance of Local Government Elections. They are necessary to ensure continuity of Council business between the final meeting of the outgoing Council and the statutory meeting of the newly elected Council. No new or different approach to delegation is proposed for the 2027 election period. It is proposed that the Member Induction and Development Programme moves away from an intensive programme concentrated into the immediate post-election period and instead adopts a phased model. Essential practical, governance and statutory requirements will be prioritised immediately following the election, supported by a structured programme of learning and development throughout the first year of the Council term. Item 9 Page 151 of 206
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1. Background 1.1 The Local Government Elections will take place on Thursday 6 May 2027. In accordance with the Local Government (Scotland) Act 1973, the statutory meeting of the newly elected Council requires to take place within 21 days of the election. 1.2 The period leading up to and immediately following a Local Government Election requires careful planning to ensure that the Council continues to discharge its statutory and operational responsibilities while recognising the particular governance considerations which apply during the pre-election period. 1.3 Preparations are also required to ensure that the newly elected Council is able to commence its responsibilities effectively. This extends beyond the arrangements for the election itself and includes democratic governance, decision-making arrangements, the statutory meeting, Member induction and development, ICT and digital access, accommodation and practical support. Collectively, these arrangements are intended to provide an orderly conclusion to the current Council term, maintain effective governance and business continuity throughout the election period, and ensure that all Elected Members are appropriately equipped, informed and supported to undertake their responsibilities from the commencement of the 2027–2032 Council term. Recommendations It is recommended that Policy and Strategy Committee: (1) Recommend to Council that it approve the revised arrangements for the final cycle of Council and Committee meetings prior to the Local Government Elections on 6 May 2027, including the rescheduling of the Policy and Strategy Committee and Council meetings to 11 March 2027; (2) Recommend to Council that it approve the decision-making arrangements set out in this report for the period from the conclusion of the Council meeting on 11 March 2027 until the statutory meeting of the newly elected Council, including delegated authority to the Chief Executive to determine urgent and necessary matters that would otherwise require Committee consideration, excluding quasi-judicial matters; and (3) Acknowledge the wider programme of preparations for the 2027–2032 Council term, including the ongoing review of the Council's Democratic, Committee and Decision- Making Governance Procedures, preparations for the statutory meeting, Elected Member ICT, accommodation and support arrangements. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Programme of Work Statutory / corporate / service requirement Page 152 of 206
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1.4 Planning for the 2027–2032 Council term is taking place against the background of a significant programme of improvement and modernisation of the Council's democratic governance arrangements. 1.5 In September 2025, Policy and Strategy Committee approved a phased review of the Council's Democratic, Committee and Decision-Making Governance Procedures. The review is intended to consolidate governance processes, strengthen digital capability, enhance transparency and accountability, and establish a modern and resilient democratic framework which continues to support effective democratic decision- making. 1.6 Phase 1 of that review has been completed and Phases 2, 3 and 4 are being progressed concurrently. The work includes the modernisation of Standing Orders, the Scheme of Administration and Scheme of Delegation; consideration of decision-making principles and supporting guidance; improvements to the accessibility and usability of democratic processes and documentation; and the consolidation of the Council's principal democratic governance arrangements within a single Democratic Framework. 1.7 The governance review is scheduled for completion by December 2026, with the final Democratic Framework intended to be presented to full Council in cycle 1 of 2027. This will allow the modernised framework to provide a clear governance foundation for the next Council term. 1.8 The Council has also implemented a new Electronic Voting and Mobile Hybrid Meeting System, providing enhanced arrangements for electronic voting, hybrid participation and webcasting. These developments, together with the wider governance review, mean that preparations for 2027 can build upon a substantially modernised democratic infrastructure. 1.9 Against that background, this report sets out the wider programme of preparations required to support the orderly conclusion of the current Council term and effective commencement of the 2027–2032 Council term. 2. Report Final Council and Committee Cycle 2.1 The pre-election period is anticipated to commence during March 2027. During this period, particular care requires to be taken in relation to Council publicity, communications, decision-making and other activity which could reasonably be regarded as seeking to influence public opinion or the electoral process. 2.2 It is therefore appropriate, so far as reasonably practicable, to conclude substantive Council and Committee business before the commencement of that period. This will also provide clarity for services in planning matters requiring Member consideration before the Local Government Elections. 2.3 The existing timetable provides for a meeting of the Policy and Strategy Committee on 18 March 2027 and a meeting of the Council on 1 April 2027. 2.4 It is proposed that both meetings are brought forward to Thursday 11 March 2027, with Policy and Strategy Committee meeting at 10.00am and the Council at 4.00pm. As approval of the Council meeting timetable is a matter reserved to the Council, Policy Page 153 of 206
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and Strategy Committee is invited to recommend these revised arrangements to Council for approval. 2.5 This will allow strategic, policy, financial and governance matters requiring consideration before the election to be determined in advance of the anticipated pre-election period and provide an orderly conclusion to the substantive business of the current Council. 2.6 Chief Officers will require to plan their Committee business accordingly and identify sufficiently in advance any matters which require Member approval before the end of the current Council term. 2.7 There may nevertheless be circumstances in which particular business requires to be considered after 11 March 2027. This is particularly relevant to quasi-judicial and regulatory functions where statutory timescales, procedural requirements or the circumstances of an individual case may require a meeting to take place. 2.8 Accordingly, provision will remain for meetings of relevant quasi-judicial bodies, including licensing, regulatory, planning, hearings and appeals arrangements, to be convened where necessary. Decision Making and Business Continuity 2.9 There will be a period between the final scheduled Council meeting of the current term and the statutory meeting of the newly elected Council during which the normal Council and Committee cycle will not operate. It is important that appropriate arrangements are in place to ensure that the Council remains able to discharge its functions, respond to urgent or unforeseen matters and maintain effective business continuity during this period. 2.10 It is therefore proposed that, with the exception of quasi-judicial matters, authority is delegated to the Chief Executive to determine urgent and necessary matters which would otherwise require consideration by a Committee of the Council during the period from the conclusion of the Council meeting on 11 March 2027 until the statutory meeting following the election. As the conferral of this additional delegation is a matter reserved to the Council, Policy and Strategy Committee is invited to recommend the proposed arrangement to Council for approval. 2.11 Existing officer delegations will continue to operate throughout this period. The proposed additional delegation to the Chief Executive is intended as a business continuity arrangement for matters falling outside existing delegations where a decision cannot reasonably await the establishment of the normal decision-making arrangements following the election. This reflects the usual arrangements made in advance of the Local Government Elections and does not represent a new or different approach to delegation for the 2027 election period. 2.12 The exercise of any such authority will remain subject to the Council's statutory responsibilities, financial and legal requirements and appropriate professional advice. A record will be maintained of any decisions taken under this authority and reported to the newly elected Council for transparency and noting. Democratic Governance Readiness 2.13 A significant element of the Council's preparation for the 2027–2032 Council term is already being delivered through the review of Democratic, Committee and Decision- Making Governance Procedures. Page 154 of 206
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2.14 The review has confirmed that the Council's existing democratic governance arrangements are robust, legally compliant and effective. Benchmarking against local government practice across Scotland has identified opportunities to modernise governance documentation, improve accessibility and supporting guidance and consolidate existing arrangements, rather than identifying fundamental weaknesses in the Council's governance arrangements. 2.15 The remaining phases of the review are being progressed concurrently and are focused on: • improving the accessibility, clarity and usability of governance documentation and democratic processes; • reviewing decision-making principles and developing practical guidance relating to motions, amendments, competency and associated procedures; • modernising Standing Orders, the Scheme of Administration and Scheme of Delegation; • strengthening transparency, public participation and understanding of Council decision-making; and • consolidating the Council's principal democratic governance arrangements within a single Democratic Framework. 2.16 The review is scheduled for completion by December 2026, enabling the final Democratic Framework to be considered by full Council in cycle 1 of 2027. Completion of this work in advance of the Local Government Elections will ensure that the next Council term is supported by a modern, coherent and accessible governance framework and will provide the basis for the governance elements of the Member Induction and Development Programme. Statutory Meeting and Establishment of Council Arrangements 2.17 The first statutory meeting following the Local Government Elections must take place within 21 days of polling day. The statutory meeting represents an important point in establishing the governance arrangements for the new Council term. Preparatory work will therefore be undertaken in advance to ensure that all necessary procedural, administrative and governance arrangements are in place. 2.18 This will include preparation for those matters which require to be determined by the newly elected Council, together with the establishment of the Council's committee and decision-making arrangements, appointments and other governance matters necessary to support the commencement of formal Council business. 2.19 Detailed procedural guidance and support will be available to Elected Members and political groups in advance of the statutory meeting to assist them in understanding the relevant processes and requirements. Page 155 of 206
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Elected Member Induction and Development 2.20 The period immediately following a Local Government Election involves a substantial programme of activity for both newly elected and returning Members. Historically, Member induction has involved an intensive programme delivered principally during the period between polling day and the statutory meeting. Experience from previous programmes has demonstrated that concentrating a significant volume of information into a relatively short period is not necessarily the most effective approach to Member learning and development. 2.21 Attendance can reduce as intensive induction programmes progress and there is a risk that Members are required to absorb detailed information before they have sufficient practical experience of the role to place that information in context. 2.22 For 2027, a phased approach will therefore be adopted which distinguishes between the information and training Members require immediately to undertake their responsibilities and the wider knowledge and development which can more effectively be delivered as Members gain experience in office. The objective is that all Elected Members are appropriately equipped, informed and Council-ready for the statutory meeting, while recognising that effective Member development is a continuous process extending throughout the Council term. 2.23 The programme will therefore be structured around four broad phases: 2.23.1 Phase 1 – Essential Readiness: 10–20 May 2027 2.23.2 This phase will concentrate on the practical, statutory and governance requirements necessary to enable Members to undertake their responsibilities immediately. It is expected to include: • Member Welcome Event; • ICT equipment and account activation; • Microsoft 365 and Council systems; • Information governance and cyber security; • CMIS and access to Council and Committee papers; • Electronic voting and hybrid meeting arrangements; • Office, accommodation and Member support arrangements; • Role and responsibilities of an Elected Member; • Councillors' Code of Conduct and ethical standards; • Council governance and decision-making arrangements; • Remuneration and administrative arrangements; and • Preparation for the statutory Council meeting. 2.23.3 Phase 2 – Core Member Development: May–July 2027 2.23.4 Following establishment of the Council's committee arrangements, development will become more role-specific and include areas such as: • Committee procedures and effective scrutiny; • Council finance and budget arrangements; • Governance and risk; • Casework and community engagement; • Equality and related statutory responsibilities; and Page 156 of 206
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• Mandatory and specialist training associated with particular committee or other appointments, including Planning and Licensing. 2.23.5 Phase 3 – Advanced Member Development: August–October 2027 2.23.6 The programme will then move towards broader development, including strategic planning, policy development, partnership working, audit and risk, leadership, chairing skills and communications. 2.23.7 Phase 4 – Continuous Development: November 2027 onwards 2.23.8 Thereafter, the programme will provide continuing development, legislative and policy updates, refresher training, thematic workshops and opportunities for peer learning throughout the Council term. 2.24 This approach is consistent with the principle that Member development should respond to the responsibilities Members actually undertake and should continue beyond their initial induction into office. Returning Members will also be supported through the programme. While their existing knowledge and experience will be recognised, the programme will provide an important opportunity to familiarise all Members with changes to governance arrangements, technology, policies and procedures introduced since the previous Local Government Elections. Welcome and Initial Support 2.25 It is proposed that a Member Welcome Event is held at Ravenscraig Regional Sports Facility on Monday 10 May 2027, hosted by the Chief Executive. 2.26 Rather than relying principally on a series of presentations, the event will provide an accessible introduction to the Council, its Corporate Management Team, services and support arrangements. A marketplace-style approach will allow Members to meet senior officers and representatives from key services, understand the support available to them and establish important contacts at an early stage. 2.27 An ICT Support Hub will operate alongside the event to support the deployment and configuration of Council-issued equipment, activation of accounts and access to relevant systems. The remainder of the period before the statutory meeting will combine practical system familiarisation with the essential governance and statutory training required to enable Members to participate effectively in formal Council business. Member Support and Ward Buddying 2.28 Formal training is only one element of effective Member support. Newly elected Members in particular will require practical assistance in understanding Council structures, identifying appropriate service contacts and navigating established processes during their first months in office. It is therefore proposed to introduce a Ward Buddying Programme as part of the wider induction and development arrangements. 2.29 The programme would draw upon volunteer officers from across the Council and provide each ward with an identified point of contact able to offer practical guidance and signposting during the initial transition into office. 2.30 The role would not replace existing Member Services arrangements, established service contacts or formal routes for Member enquiries. Its purpose would be to complement those arrangements by providing an accessible point of support, Page 157 of 206
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particularly for Members with limited previous experience of the Council. Detailed arrangements, including the role, boundaries, training and support for participating officers, will be developed as part of the implementation programme. ICT, Accommodation and Operational Readiness 2.31 Alongside governance and training, a range of practical arrangements requires to be completed to ensure Elected Members are able to undertake their duties effectively from the outset. Arrangements will be developed for the return, retention and secure management of Council-issued ICT equipment at the end of the current term and for the deployment of equipment to Members elected on 6 May 2027. 2.32 The objective will be to provide newly elected Members with their equipment and access to core Council systems as early as practicable during the week commencing 10 May 2027, supported by dedicated ICT assistance. 2.33 The Council will also review office and accommodation requirements to ensure appropriate facilities are available for Elected Members and political groups following the election. This will include consideration of workspace, confidential meeting facilities, administrative support and access to appropriate technology. 2.34 Operational planning will also address Member records, security and building access, remuneration and payroll arrangements, information governance requirements, communications and other practical matters necessary to support the effective commencement of the Council term. 2.35 These activities will be co-ordinated across Legal, Democratic and Strategy, Finance and Technology, People Resources, Strategic Communications and other relevant services to provide a coherent Member experience and minimise duplication. Programme Management and Next Steps 2.36 Preparations for a new Council term involve a number of interdependent workstreams and require co-ordination across Council services. A detailed implementation plan will therefore be maintained setting out the principal activities, responsible services, dependencies and key milestones through to the statutory meeting and subsequent Member development programme. 2.37 Particular emphasis will be placed on ensuring that the outputs from the Democratic, Committee and Decision-Making Governance Review are reflected in the induction programme, Member guidance and supporting materials so that governance arrangements are communicated consistently. 2.38 The Chief Executive, supported by the Chief Officer (Legal, Democratic and Strategy) and relevant Chief Officers, will oversee delivery of the preparations and ensure that any material issues or risks arising during implementation are addressed. Conclusion 2.39 The Local Government Elections on 6 May 2027 represent an important milestone in the Council's democratic cycle and require a planned and co-ordinated approach to the conclusion of the current Council term and commencement of the 2027–2032 Council term. Page 158 of 206
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2.40 The Council enters this period from a strong governance position. Significant improvements to democratic processes and technology have already been implemented, and the comprehensive review of Democratic, Committee and Decision- Making Governance Procedures is well advanced. 2.41 Alongside those governance arrangements, the proposed approach places greater emphasis on the overall readiness and continuing development of Elected Members. The phased Member Induction and Development Programme will prioritise the practical and governance requirements Members need immediately while providing a more structured and sustainable approach to development throughout their first year in office. 2.42 Taken together, the governance, operational, digital and Member support arrangements set out in this report provide a comprehensive framework for readiness for the 2027– 2032 Council term and will support effective, transparent and resilient democratic decision-making from its commencement. 3. Measures of success 3.1 The preparations will be considered successful where: • effective governance and business continuity are maintained throughout the election period; • the statutory meeting and transition to the 2027–2032 Council term are successfully delivered; • elected Members are equipped, informed and supported to undertake their responsibilities effectively; and • appropriate governance, induction and ongoing development arrangements are in place for the new Council term. 4. Supporting documentation None. Rachel Blair Chief Officer (Legal, Democratic and Strategy) Page 159 of 206
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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 report includes statutory and governance considerations associated with the Local Government Elections and the transition to the 2027–2032 Council term. This includes the requirement under the Local Government (Scotland) Act 1973 for the statutory meeting of the newly elected Council to be held within 21 days of the election, together with arrangements to maintain lawful and effective decision- making and business continuity during the election period. 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 160 of 206
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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? Preparations include arrangements for the provision and configuration of Council- issued ICT equipment, access to Council systems and familiarisation with the Council's electronic voting and mobile hybrid meeting arrangements. These activities will be delivered through existing Council technology and support arrangements. 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? Appropriate communications will be required to support the conclusion of the current Council term, the Local Government Elections and the commencement of the 2027– 2032 Council term, including communications with Elected Members, officers and other relevant stakeholders. 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? There is a risk that appropriate governance, decision-making and operational arrangements are not in place for the period leading up to and immediately following the Local Government Elections. Advance planning, appropriate delegations, co- ordination across services and the Member Induction and Development Programme will mitigate these risks and support continuity of Council business. The arrangements also support management of the Corporate Risk relating to Governance, Leadership and Decision Making. Page 161 of 206
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5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ 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 162 of 206
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North Lanarkshire Council Report Policy and Strategy Committee Does this report require to be approved? ☐ Yes ☒ No Ref PH/SD/UKSPF Date 17/09/26 UK Shared Prosperity Fund 2025/26 From Pamela Humpries, Chief Officer (Place) E-mail Humphriesp@northlan.gov.uk Executive Summary North Lanarkshire received a total of £19,905,210 from the UK Shared Prosperity Fund (UKSPF) for the period April 2022 to March 2026. With the end of the UKSPF programme scheduled for 31 March 2026 and a move away from revenue funding in the new Local Growth Fund, the UK Government extended UKSPF for a further 6-month period up to 30 September 2026. This intended to allow lead authorities greater flexibility and time to transition to alternative delivery arrangements and to maximise use of the funds, although no additional funding was provided for the extension period. Following the report presented in March 2026, this Committee requested a further update on the extension period (June - September 2026) and in particular the impact on staffing following the reduction in revenue funding available through the Local Growth Fund. This report therefore presents the financial position of the programme as at the end of July 2026 and provides an update on the transition to the Local Growth Fund. The outputs and outcomes achieved up to the end of March 2026 is also provided in section 3 of the report. Recommendations It is recommended that Policy and Strategy Committee: 1. Acknowledges progress in delivery of the Shared Prosperity Fund Investment Plan for 2025/26 2. Acknowledges that a final report on the UKSPF programme will be reported to a future Committee as part of an annual update on the Local Growth Fund for 2026/27. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (21) Continue to identify and access opportunities to leverage additional resources to support our ambitions Programme of Work All Programmes of Work Item 10 Page 163 of 206
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1. Background 1.1 The UK Shared Prosperity Fund (UKSPF) initially provided £2.6bn of funding across the UK for local investment up to 31 March 2025. The North Lanarkshire allocation of UKSPF for this period was £13,871,047, providing a mix of capital and revenue funding for projects across the UKSPF’s three investment priorities: Communities and Place; Support for Local Businesses and People and Skills, including a ringfenced allocation for Multiply. The UK Government subsequently confirmed that UKSPF would continue for a fourth year with a budget of £900m. The UKSPF allocation for North Lanarkshire for 2025/26 is £6,034,163, giving a total of £19,905,210. 1.2 With the end of the UKSPF programme scheduled for 31 March 2026 and a move away from revenue funding in the new Local Growth Fund, the UK Government extended UKSPF for a 6-month period up to 30 September 2026. This intended to allow lead authorities greater flexibility and time to transition to alternative delivery arrangements and to maximise use of the funds, although no additional funding was provided for the extension period. 1.3 Annual reports presented to this Committee during the programme delivery period have provided updates in relation to Investment Plan for the UKSPF. Following the report presented in March 2026, Committee requested a further update on the extension period (June - September 2026) and in particular the impact on staffing following the reduction in revenue funding available through the Local Growth Fund. 2. Report 2.1 As was presented to Committee in June 2025, the original 3-year UKPSF programme achieved full spend and a range of outcomes supporting local communities, businesses and employability and skills programmes. Many of these activities continued into 2025/26 and the programme is on track to reach full spend and achieve outcome targets by the close of the programme in September 2026. Financial performance 2.2 The allocation of UKSPF for 2025/26 was approved at Enterprise and Fair Work Committee on 14th February 2025. The approved distribution across the investment themes is set out in the table below with further detail on the projects under each of the priority themes and sub-themes provided in Appendix 1, including the allocation of 4% of the programme to meet management and administration costs. The table below also notes the reported spend up to the end of July 2026 and the balance of funds remaining to be spent by 30 September 2026. Priority 2025/26 Allocation Spend to July 2026 UKSPF remaining Capital (Communities & Place) £1,408,698 £701,350 £707,348 Communities and Place (rev) £485,000 £432,550 £52,450 Local Business Support £1,012,262 £835,040 £177,222 People and Skills £2,886,837 £2,870,170 £16,667 Management and Administration £241,366 £241,366 0 Total £6,034,163 £5,080,476 £953,687 Page 164 of 206
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2.3 From the table above it can be noted that the spend reported at the end of July represents 84% of the UKSPF allocation for North Lanarkshire and that the programme is on track to reach full spend by the 30 September. The UKSPF programme is overseen by a Board of Chief Officers and chaired by the Chief Officer (Place). The Board meet bi-monthly to monitor progress and to agree any mitigating actions if projects are not progressing as planned. Transition from UKSPF to Local Growth Fund 2.4 At its meeting in March 2026, Committee considered the impact of UKSPF coming to an end and the Local Growth Fund commencing from April 2026. Although not a replacement for UKSPF, the Local Growth Fund can support similar revenue activities. However, the revenue funding available is much less that previously allocated under the UKSPF and is only available for 2026/27 as it will move to a regional approach from April 2027. 2.5 It was noted that the reduction in funding would have an impact on service delivery across a range of activities and on the staffing that has been funded through UKSPF. Contingency funding was identified to enable temporary contracts to be extended for an initial 3-month period up to the end of June 2026, and an update on the staffing position was requested as part of this report. 2.6 For those staff on temporary contracts funded through UKSPF proposals to extend contracts for the period April to June 2026 were approved at the Workforce Change Steering Group on 15th May 2026. The extension related to 18 posts (13.2 FTE) across a number of council Services. All staff whose contracts were extended have either returned to substantive posts or have been successful in securing alternative posts. 2.7 The reduction in funding also impacted on the staffing position at Routes to Work. Routes to Work were given early indication of the reduction in funding to allow them to manage the impact on staff over a period of time and take into account a subsequent allocation of funding from the Local Growth Fund. However, there were still a small number of voluntary redundancies and temporary contracts that were not renewed. 3. Measures of success 3.1 The suite of UKSPF outputs and outcomes to be reported for 2025/26 was reduced by the UK Government to ensure that the reporting requirements were ‘lighter touch’. This resulted in North Lanarkshire identifying and reporting on 16 outputs and 11 outcomes with multiple projects reporting into each of these. Appendix 2 sets out the progress made in relation to each of these up to the end of March and the following highlights some of these achievements: • 66 potential entrepreneurs have been assisted to be enterprise ready (against a target of 50) • 327 economically inactive people have engaged with keyworker support services (against a target of 100) • 326 people have been supported to access basic skills courses (against a target of 275) • 29 enterprises to date have adopted new or improved products following support (against a target of 30) • 752 people are in employment, including self-employment following support (against a target of 463) Page 165 of 206
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• 141 adults achieved a maths qualification up to and including level 2 equivalent (against a target of 150) 3.2 It should be noted that outputs and outcomes will be updated at the end of September for those activities continuing into 2026/27. The final position will be presented to a future Committee meeting in 2027 along with an update on the delivery of the Local Growth Fund. 4. Supporting documentation Appendix 1 - Shared Prosperity Fund Projects 2025/26 Appendix 2 - 2025/26 Outputs and Outcomes Achieved Pamela Humphries Chief Officer (Place) Page 166 of 206
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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? This report details the impact of the UK Government’s Shared Prosperity Fund coming to an end. The 6-month extension to the programme allowed arrangements to be put in place to manage the reduction in service delivery and staffing resulting from the reduction in funding. Where possible activities will be continued in 2026/27 through funding from the Local Growth Fund. 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? The reduction in funding and close of the UKSPF programme has impacted on a number of staff positions that were funded. This report provides an update on the extension of temporary contracts to allow a managed approach to the changes. 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? Page 167 of 206
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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? A project risk register is in place for the UK Shared Prosperity Fund and has been reviewed by the UKSPF Chief Officers Board on a 6 monthly basis throughout the programme delivery period. The Board have identified mitigating actions to manage risks as required. 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 168 of 206
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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 169 of 206
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Appendix 1 SHARED PROSERITY FUND 2025/26 Communities and Place Thriving Places – development of visitor economy Visitor Campaigns – Visit Lanarkshire 40,000 Healthy, Safe and Inclusive Communities – improve health and wellbeing Watersports Centre, Strathclyde Country Park (capital) 1,408,699 Impactful Volunteering – Volunteer NL 85,000 Healthy, Safe and Inclusive Communities – brining communities together Investment in Capacity Building – Community Empowerment NL 360,000 Local Business Support Advice and Support to Businesses SME Development Grants and Support – Small Business Grants 75,000 SME Development Grants and Support – Business Growth Grants 572,260 SME Development Grants and Support - Smart Hub Lanarkshire 50,000 Expert Help 175,000 Enterprise Culture and Start up Support Strengthening Entrepreneurial support – BAME Entrepreneurs 50,000 Strengthening Entrepreneurial support – Female Entrepreneurs 50,000 Social Enterprise Support 40,000 People and Skills Supporting people to progress towards and into employment North Lanarkshire’s Working 1,568,837 Support for young people who are or at risk of being NEET Vocational training support for vulnerable leaving school 250,000 Employment Related Skills NL Built Environment Academy 230,000 Essential Skills (including numeracy, literacy, ESOL and digital) NL Digital Skills Academy 224,000 Multiply - Sum it Up 496,000 Multiply - Managing Your Money 118,000 Management and Administration (4%) 241,367 TOTAL 6,034,163 Page 170 of 206
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Appendix 2 2025/26 Target Outputs Output Target Achieved March 26 OP5: Number of amenities/facilities created or improved 1 0 OP9: Number of enterprises receiving grants 80 51 OP10: Number of enterprises receiving non-financial support 230 233 OP11: Number of potential entrepreneurs assisted to be enterprise ready 50 66 OP12: Number of local events or activities supported 45 42 OP14: Number of economically inactive people engaging with keyworker support services 100 327 OP15: Number of people participating in adult numeracy provision 760 707 OP16: Number of adults participating in maths qualifications and courses up to, and including, Level 2 equivalent 150 133 OP17: Number of people reached through visitor campaigns. 12,798 40,231* OP18: Number of people receiving support to gain employment 463 507 OP19: Number of people receiving support to sustain employment 365 674 OP21: Number of people supported to access basic skills courses 275 326 OP22: Number of people supported to participate in education 675 517 OP25: Number of organisations receiving grants 80 105 OP26: Number of organisations receiving non-financial support 47 46 OP27: Number of volunteering opportunities supported 60 90 * the number of people reached primarily relates to the Visitor Campaigns: Visit Lanarkshire project and the funding of spring and autumn campaigns. The engagement figure highlighted does not relate to unique people reached. It is expected that there is duplication across each campaign. Page 171 of 206
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2025/26 Target Outcomes Outcome Target Achieved March 26 OC10: Number of new enterprises created as a result of support 40 9 OC11: Number of enterprises adopting new or improved products or services 30 29 OC12: Number of enterprises adopting new to the firm technologies or processes 51 48 OC16: Number of organisations engaged in knowledge transfer activity following support 6 0 OC20: Number of people in employment, including self- employment, following support 463 752 OC21: Number of people sustaining employment for 6 months 160 406 OC23: Number of people with basic skills following support 675 1,068 OC24: People gaining a qualification or completing a course following support 918 1,096 OC25: Number of adults achieving maths qualifications up to, and including, Level 2 equivalent 150 141 OC26: Number of people reporting increased employability through development of interpersonal skills funded by UKSPF 435 73 OC29: Number of volunteering opportunities created as a result of support 60 90 Page 172 of 206
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North Lanarkshire Council Report Policy and Strategy Committee Does this report require to be approved? ☒ Yes ☐ No Ref PH Date 17/09/26 Ravenscraig Primary School Site From Pamela Humphries, Chief Officer (Place) E-mail humphriesp@northlan.gov.uk Executive Summary In March 2026 the Committee approved a report providing an update on primary school provision in Ravenscraig and proposals for undertaking further feasibility work on the site south of the community park (TC 4&5 on attached plan) to potentially accommodate dedicated ASN provision as well as future primary school provision and other community/ cultural facilities. This feasibility work is still ongoing, but the purpose of this report is to seek Committee approval to amend the current Ravenscraig Masterplan Section 75 legal agreement to substitute the site identified within the masterplan for new primary school provision for a suitable alternative site. This would enable the primary school site identified in the masterplan (SC1 on attached plan) to be developed for housing within the next 2-3 years, including a proportion for social rent, subject to securing necessary planning consent. Recommendations It is recommended that the Committee (1) Agree in principle to the proposed amendment of the Section 75 Agreement associated with the Ravenscraig masterplan planning approval to substitute the current allocated school site for a suitable alternative site, to enable the current site to be released for housing development. (2) Acknowledge that the location of any new primary school provision on an alternative site would be subject to a statutory consultation by the Education authority at the appropriate time. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (1) Ensure a housing mix that supports social inclusion and economic growth Programme of Work Transforming Places Item 11 Page 173 of 206
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1. Background 1.1 The revised Ravenscraig Masterplan was approved in 2019 and included a site (SC1 on attached plan) for new primary school provision. An associated Section 75 Agreement was subsequently agreed in 2020 which included, amongst other things, the requirement for Ravenscraig Ltd to transfer a remediated and serviced site to the council for the purposes of the construction of new primary school provision. 1.2 The statutory consultation on the revised Ravenscraig catchment area(s) and location of the joint campus primary schools was carried out in 2020 and reported to Education & Families Committee in May 2021. 1.3 The identified school site has already been platformed as part of the original remediation carried out on parts of the Ravenscraig site. At the point of the revised masterplan being approved in 2019 the remaining development sites had not been fully remediated and no public funding was available to support the cost of the remediation works. This has made progress with the regeneration of Ravenscraig in accordance with the approved masterplan extremely challenging due to the cost of remediation and associated infrastructure. As a result, the pace and scale of new housing development, up to 4,500 homes in total, has not been delivered as originally anticipated within the masterplan. Consequently, the predicted timescale for the requirement for new primary school provision has had to be reviewed. 1.4 The position regarding the requirement for new primary school provision was addressed in the report to Policy & Strategy Committee in March 2026. It was acknowledged that there was not a current need for new primary school provision and existing schools in the surrounding area had capacity to accommodate additional pupils. It was agreed that the position would continue to be monitored based on annual updated housing projections. 1.5 The Policy & Strategy Committee also agreed that the site south of the community park, (TC4 & 5 on the attached plan) should be considered for a new Additional Support Needs (ASN) facility, primary school provision and possible cultural offering, and feasibility work is currently ongoing to establish options and costs. Proposals for the remediation and future development of this site would be subject to funding being secured within the next 7-year capital programme which is due to be reported to Committee in December 2026. 1.6 The March 2026 Policy & Strategy Committee also noted that, depending on the outcome of the feasibility on the TC4&5 site, the current school site (SC1) could potentially be developed for housing by Ravenscraig Ltd, subject to satisfactory negotiation on the transfer of the TC 4&5 site. The report stated that a further report to Committee will be provided regarding the outcome of the feasibility work and what the proposals would be for development across the two sites. 1.7 In December 2025 Ravenscraig Ltd received planning permission to undertake remediation works over a period of up to 14 years, across a large part of the Ravenscraig site and this work is due to commence soon, once all pre commencement planning conditions have been discharged. It is currently projected by Ravenscraig Ltd, that the remediation of the next proposed development site (TC1-3) will be completed in 2030 to enable housing development to commence on a phased basis thereafter. Page 174 of 206
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2. Report 2.1 In order to progress housing development within the Ravenscraig site before 2030, Ravenscraig Ltd. are keen to progress housing development on the SC1 site to deliver around 90 units, a proportion of which could be acquired by the council on an ‘off the shelf’ basis. 2.2 Given that there is currently no requirement for new primary school provision, the development of the SC1 site for housing would help support the regeneration of the Ravenscraig site, create much needed new housing supply and generate additional council tax revenue. 2.3 However, in order to ensure that a suitable, remediated and serviced site would be available to the council when a new school is required, and if it is not possible for whatever reason to deliver the school on the LUF site, Ravenscraig Ltd. have agreed in principle to provide an alternative site at a suitable location, potentially area P1 on attached plan. It is therefore proposed to enter into discussion with Ravenscraig Ltd to agree an amendment to the Section 75 legal agreement to facilitate the proposed substitution of sites on the same terms, ie remediated and serviced. 2.4 There will be a requirement for a statutory education consultation process to take place on any proposed re-location of the primary school site at the appropriate time. 3. Measures of success 3.1 The release of a remediated site (SC1) for new housing development will support the regeneration of the Ravenscraig site, support the local economy and generate increased council tax revenue. 3.2 Ensure that a suitable alternative site is available for new primary school provision when it is required in the future. 4. Supporting documentation Appendix 1 – Ravenscraig site plan Pamela Humphries Chief Officer (Place) Page 175 of 206
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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? Preliminary discussions have taken place with Legal regarding the principle of amending the Section 75. The future location of the primary school would be subject to statutory consultation by the Education authority at the appropriate time. 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 176 of 206
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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? The location of the primary school will be subject to future statutory consultation by the Education authority. 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Page 177 of 206
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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). Statutory consultation on the alternative site would be required at the appropriate time. If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☒ Page 178 of 206
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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 17/09/26 North Lanarkshire Half Marathon From Lyall Rennie, Chief Officer (Community Operations) E-mail liddleh@northlan.gov.uk Telephone 07973 726496 Executive Summary At Policy and Strategy Committee on 4 December 2025, approval was given to hold a half marathon event in the Motherwell area on 23 August 2026. This followed the initial half marathon held in August 2025. This report provides an update on the impact of the event; lessons learned and sets out a proposal to establish the half marathon as an annual event in North Lanarkshire Council’s successful running programme. Recommendations It is recommended that the Policy and Strategy Committee: (1) Approves the proposal for an annual half marathon event to be held in North Lanarkshire. (2) Otherwise, note the contents of the report. The Plan for North Lanarkshire Priority Improve the health and wellbeing of 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 12 Page 181 of 206
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1. Background 1.1 Following approval for delivery of a half-marathon within North Lanarkshire during 2025, a team of stakeholders led by Active and Creative Communities came together to begin planning the event. Participating in the working group were: • Active and Creative Communities • Roads and Assets Service • Built Environment • Corporate Communications • Talent and Organisational Development • Health and Social Care Partnership (North Lanarkshire) • Hochtief (and sub-contractors Sign Safe) • Police Scotland • Scottish Ambulance Service • Scottish Fire and Rescue 1.2 Additional support was also provided by St. Andrews’ First Aid, G4S security, Active Schools School Leaders and a number of volunteers working with the Volunteer NL programme. 1.3 While the 2025 event was recognised as an overall success for the council, it was accepted that costs had far exceed initial projections and a number of lessons were learned around the need for early communication with affected communities and potential areas for savings around security costs and costs paid to third parties including Police Scotland. These lessons have been addressed in 2026. 2. Report 2.1 At the meeting of Policy and Strategy in December 2025, and based on consideration of opportunities for additional saving, an event budget of £58,345.08 was approved. Total budget allocation for the 2026 event provides confirmation that the council’s contribution towards the event was £58,345. 2.2 Members may be aware that the council has benefited from Summer of Sport funding from the Scottish Government during 2026, and with the support of sportscotland, some funding has been used to support additional family activities at Ravenscraig and support to local community groups. 2.3 Supporting the 2025 event, we were fortunate to receive £5000 sponsorship from Albert Bartlett. Albert Bartlett were keen to return and increased sponsorship to £8000, with additional focus on the event provided by their marketing and social media team. We had hoped to attract overall sponsorship of £15,000 for the 2026 event and while we managed to secure an additional £3000 from Specsavers, fell short of the £15,000 target. This is an area where we hope for improved results next year and have started discussions with social value colleagues around potential community benefits as well as engaging with our Business Support team. In addition to Albert Bartlett and Specsavers, we did secure a deal with Run4it (an independent running shop) to offer a 20% discount to all entrants who wished to make a purchase. Page 182 of 206
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2.4 Members will recall that one of the key lessons learned last year was the need to ensure that we communicated with all affected stakeholders as early as possible. This year, we developed a website which allowed residents to search using their postcode to show where road closures would be in place and for how long. We also held two open sessions in Motherwell Library and Ravenscraig RSF to allow anyone interested to come along and ask questions. Overall, this approach, combined with letters to residents, businesses and places of worship led to an 80% reduction in complaints/enquiries. 2.5 Road closure costs were unfortunately higher than anticipated, increasing by 12% on last year despite using the same route and reducing the number of road closure signs and the length of time signs were displayed. This put significant pressure on the budget, but the team remained committed to ensuring that the council contribution was not exceeded. 2.6 Participation in the overall event increased by 16.3% on last year, with the most significant growth seen across the family and junior events, demonstrating the success of efforts to broaden participation opportunities and increase community engagement. While the biggest proportion of runners are local to North Lanarkshire, participants are also recorded from Fort William, Oban, Windsor, Poole, North Yorkshire, London and Kendall. Table One – Participation Numbers Event 2025 2026 Change % Change Half Marathon 830 842 +12 +1.4% 5K 146 186 +40 +27.4% 1K Fun Run 10 89 +79 +790.0% 400m 30 32 +2 +6.7% Toddler Dash 32 55 +23 +71.9% Race Ready 0 15 +15 New Programme for 2026 Total Entries 1,048 1,219 +171 +16.3% 2.7 With support of Summer of Sport funding, we were able to offer 100 free spaces to the Well Foundation. Members will be aware that the Well Foundation is a local organisation that provides access to sport and activities for children within the BME community. A Free Family Zone comprising of live stage and performance acts throughout race event, together with vendors, stalls and picnic areas was provided for members of the public to sit and enjoy festivities. Along with this, face painting, inflatables and sports sessions were made available for children and young people. The family fun zone is the third family event offered free of charge to local families during 2026, with the earlier World Cup Warm Up and End of Summer Party proving very successful. Page 183 of 206
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2.8 Race ambassadors for 2026 were Ricky Burns, North Lanarkshire born boxer and Dr Julie McElroy, disability rights campaigner and the first female frame runner to complete the London marathon – with Julie confirming she achieved her personal best time in North Lanarkshire. Our charity partners were the Well Foundation and Beatson West of Scotland Cancer Care Centre. 2.9 As with the event in 2025, runners were supported by community members throughout the route. Social media comments following the event were hugely positive with direct contact coming from many local athletics and sporting organisations. In addition to our support to charity, many participants used the half marathon to raise money for local causes. 2.10 With the success of the half marathon, it is proposed that the council agrees to establish this as an annual event, with the council contribution remaining at £58,345. Over the last two years, this has delivered a positive, community focused occasion, enjoyed by both runners and families across North Lanarkshire. Individual runners have raised money for many local charities including Wishaw General Neo-Natal unit, with council sponsorship of St Andrew’s Hospice in 2025 and both the Well Foundation and Beatson Cancer Care Centre in 2026. The council contribution was kept to the agreed budget in 2026 but we do recognise that we were fortunate enough to have access to Summer of Sport funding which allowed us to deal with increased costs – this will not be available beyond March 2027. In planning for next year, we hope to further increase sponsorship opportunities and will work with colleagues to maximise social value and community benefits from council agreed contractors. Having reviewed the format of other half marathon events in Scotland, we would intend to introduce a further 10k race as part of the overall event. We anticipate this will increase interest and participation. Internal Active and Creative Communities budgets will be used wherever possible to cover costs. 3. Measures of success 3.1 The council’s commitment to a successful community event, which supports health and wellbeing, while offering a fun, participative opportunity for all. 4. Supporting documentation None Lyall Rennie Chief Officer (Community Operations) Page 184 of 206
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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? Budget is proposed to remain the same. 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 185 of 206
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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? Subject to agreement to proceed, we will continue to work with colleagues in Corporate Communications to promote the event. 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. Page 186 of 206
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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 187 of 206
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North Lanarkshire Council Report Policy and Strategy Committee Does this report require to be approved? ☒ Yes ☐ No Ref LR/REB Date 17/09/26 Mileage Allowance for Parent and Carer Transport – Children and Young People with Additional Support Needs From Lyall Rennie, Chief Officer (Community Operations) E-mail RennieLy@northlan.gov.uk Executive Summary North Lanarkshire Council, as education authority, has statutory responsibilities in relation to the provision of school education and school transport, including meeting the needs of children and young people with additional support needs (ASN). For some children and young people with ASN, individual transport arrangements are required to enable them to attend school and access their education. While the Council provides a range of transport arrangements according to individual circumstances, there are cases where, by agreement with the Council, a parent or carer transports their child to and from school using their own vehicle. In these circumstances, the Council may provide a mileage allowance in recognition of the journeys undertaken. The current mileage allowance payable under these arrangements is 45 pence per mile. From the 2026/27 tax year, HM Revenue and Customs (HMRC) increased its approved mileage rate for cars and vans from 45 pence to 55 pence per mile for the first 10,000 miles. It is proposed that the Council increases the mileage allowance payable to parents and carers who provide agreed transport for children and young people with ASN from 45 pence to 55 pence per mile, backdated to 1 April 2026. To provide a clear and sustainable basis for the allowance in future years, it is also proposed that the rate is aligned to the prevailing HMRC approved mileage rate, enabling future changes to the rate to be applied administratively without the requirement for further Committee approval on each occasion. The proposal recognises the important contribution made by parents and carers in supporting appropriate and flexible transport arrangements for children and young people with ASN and ensures that the Council's mileage allowance reflects the current nationally recognised rate. Recommendations It is recommended that Policy and Strategy Committee: (1) Approve an increase in the mileage allowance payable to parents and carers providing agreed transport for children and young people with additional support needs from 45 pence to 55 pence per mile, backdated to 1 April 2026; Item 13 Page 189 of 206
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1. Background 1.1 North Lanarkshire Council, in its capacity as education authority, has a range of statutory duties in relation to the provision of school education and support for children and young people with additional support needs. 1.2 Section 51 of the Education (Scotland) Act 1980 requires an education authority to make such arrangements as it considers necessary for the provision of transport for pupils residing and attending schools within its area. In considering the arrangements to be made, the Council is required to have regard to the safety of pupils. 1.3 The legislation provides education authorities with discretion as to how appropriate transport arrangements are delivered. This can include the provision of dedicated school transport, use of public transport, taxis or other appropriate vehicles, the provision of other suitable means of transport, payment of allowances in lieu, or payment of some or all of travelling expenses. 1.4 These responsibilities operate alongside the Council's duties under the Education (Additional Support for Learning) (Scotland) Act 2004. In exercising its functions in relation to school education, the Council requires to take account of the additional support needs of individual children and young people and make adequate and efficient provision for such additional support as is required, subject to the statutory provisions of that Act. 1.5 Current Scottish Government School Transport Guidance also provides that local authorities should consider whether a child or young person's medical condition, disability or additional support needs affect their ability to walk or use other transport and whether there is consequently a need for school transport. 1.6 Transport arrangements for children and young people with ASN are therefore determined having regard to individual circumstances and the most appropriate means of enabling the child or young person to access their education safely and effectively. 2. Report 2.1 The Council provides a range of transport arrangements for eligible children and young people with additional support needs. These arrangements are determined according (2) Agree that, from 1 April 2026 onwards, the mileage allowance will be aligned to the prevailing HMRC approved mileage rate for cars and vans; and (3) Agree to apply future changes to the mileage allowance in accordance with any changes made by HMRC, without the requirement for further Committee approval. The Plan for North Lanarkshire Priority Support all children and young people to realise their full potential Ambition statement (10) Engage with children, young people, parents, carers, and families to help all children and young people reach their full potential Programme of Work Statutory / corporate / service requirement Page 190 of 206
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to individual need and can include dedicated school transport, taxis and other appropriate transport provision. 2.2 In some circumstances, it is appropriate and mutually beneficial for a parent or carer to transport their child to and from school using their own vehicle. Such arrangements can provide greater flexibility for the child and family while providing an effective alternative to transport commissioned directly by the Council. Where this arrangement has been agreed by the Council, parents and carers are currently able to claim a mileage allowance of 45 pence per mile in respect of the agreed journeys undertaken. 2.3 The mileage allowance is intended to make a contribution towards the costs incurred by parents and carers where they undertake transport which would otherwise require to be considered as part of the Council's arrangements for meeting the child's transport needs. 2.4 HM Revenue and Customs publishes approved mileage rates which provide a nationally recognised benchmark for the costs associated with the use of a private vehicle for qualifying journeys. For the 2026/27 tax year, HMRC has increased the approved mileage rate for cars and vans from 45 pence to 55 pence per mile for the first 10,000 miles, with the rate thereafter remaining at 25 pence per mile. 2.5 The Council's existing rate of 45 pence per mile reflected the previous HMRC approved rate. Following the increase in the national rate, it is appropriate to review the allowance paid to parents and carers undertaking agreed ASN transport. 2.6 It is proposed that the Council's mileage allowance for parents and carers providing agreed transport for children and young people with ASN is increased from 45 pence to 55 pence per mile. It is further proposed that the increase is backdated to 1 April 2026, ensuring that eligible parents and carers receive the increased rate in respect of agreed journeys undertaken from that date. 2.7 Appropriate arrangements will be made to identify mileage payments already made in respect of the period from 1 April 2026 and to calculate and make any retrospective payments due as a consequence of the increased rate. The proposed increase provides consistency with the nationally recognised HMRC rate and ensures that the allowance better reflects the costs incurred by parents and carers in using their own vehicles to support their child's attendance at school. 2.8 The arrangement also supports the Council in maintaining a flexible range of transport options. Where appropriate for the individual child or young person, parent or carer transport may provide an effective and proportionate alternative to transport commissioned directly by the Council. 2.9 Rather than requiring the mileage allowance to be separately reviewed following each future change to the HMRC rate, it is proposed that the Council formally aligns the allowance with the prevailing HMRC approved mileage rate for cars and vans. This will establish a transparent and objective basis for determining the allowance and ensure that it continues to reflect changes to the nationally recognised mileage rate. Conclusion 2.10 The Council has an important responsibility to ensure that appropriate arrangements are in place to support children and young people with additional support needs to access their education. Parent and carer transport forms part of the range of arrangements available to the Council and, where appropriate to the individual Page 191 of 206
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circumstances, can provide a flexible and effective means of supporting school attendance. 2.11 Increasing the mileage allowance from 45 pence to 55 pence per mile, backdated to 1 April 2026, will align the Council's allowance with the current HMRC approved mileage rate and provide appropriate recognition of the costs incurred by parents and carers undertaking agreed transport. Aligning the allowance with the prevailing HMRC rate on an ongoing basis will also establish a clear, consistent and sustainable mechanism for determining the rate in future years. 3. Measures of success 3.1 The proposal will be considered successful where: 3.1.1 Eligible parents and carers receive the revised allowance and any retrospective payment due; 3.1.2 The mileage allowance remains aligned with the prevailing HMRC rate; and 3.1.3 Appropriate and flexible transport arrangements continue to support children and young people with ASN to access their education. 4. Supporting documentation None. Lyall Rennie Chief Officer (Community Operations) Page 192 of 206
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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? Increasing the mileage allowance from 45 pence to 55 pence per mile and backdating the increase to 1 April 2026 will result in an additional cost to the Council. At the end of academic session 2025/26, 194 pupils were in receipt of parental travel expenses, reimbursed at 45 pence per mile. The total expenditure in the 2025/26 financial year was £272,397. For academic session 2026/27, the number of pupils in receipt of parental travel expenses has increased to approximately 203. Based on the existing rate of 45 pence per mile, projected expenditure for 2026/27 was £286,714. Applying the proposed rate of 55 pence per mile increases projected expenditure to approximately £323,834, representing an additional projected cost of £37,120. The additional expenditure arising from the increased mileage rate, including the cost of applying the revised rate retrospectively from 1 April 2026, will be met from within existing Education and Families budgets. Future expenditure will vary according to the number of eligible pupils, the journeys and distances involved and any future changes to the applicable HMRC approved mileage rate. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☒ No ☐ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Page 193 of 206
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Section 51 of the Education (Scotland) Act 1980 requires the Council, as education authority, to make such arrangements as it considers necessary for the provision of school transport and provides discretion as to the nature of those arrangements, including the payment of allowances in lieu and travelling expenses. The Council must also have regard to pupil safety. The proposal also supports the Council's wider responsibilities under the Education (Additional Support for Learning) (Scotland) Act 2004 to take account of and make appropriate provision for the additional support needs of children and young people for whose school education it is responsible. The proposed change does not introduce any new statutory duty but supports the Council's existing arrangements for the discharge of these responsibilities. 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? Parents and carers affected by the change will require to be advised of the revised mileage rate, its retrospective application from 1 April 2026 and the arrangements for any additional payments due. Relevant Council guidance and information will also require to be updated. 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ Page 194 of 206
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If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? There is a risk that failure to maintain appropriate and sustainable transport arrangements could affect the Council's ability to support eligible children and young people to access their education. Aligning the mileage allowance with the HMRC approved rate provides a clear and consistent basis for reimbursement and supports the continued availability of parent and carer transport where this forms part of an agreed transport arrangement. 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). The proposal directly relates to children and young people with additional support needs and supports their ability to access education through appropriate transport arrangements. The proposal is intended to promote their wellbeing, inclusion and effective participation in education. If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☒ Page 195 of 206
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North Lanarkshire Council Report Does this report require to be approved? ☒ Yes ☐ No Ref: JMcK/MMcB Date: 17 September 2026 From James McKinstry, Chief Officer (Assets and Procurement) E-mail mckinstryj@northlan.gov.uk Executive Summary In accordance with the councils General Contract Standing Orders (GCSOs), the Committee is asked to approve the award of a contract for Professional Services Development Agreement for Glenboig Community Hub (the ‘Agreement’) following the undertaking of a procurement procedure as detailed within this report below. Recommendations It is recommended that Policy and Strategy Committee: (1) Approve that the Property Manager (Estate Development) will conclude the contract activities to finalise the commercial costs necessary for contract award as described in Section 2 and Appendix 1 of this report; (2) Approves the award of the Agreement to Morgan Sindall Construction & Infrastructure Limited (the “Contractor”) at the approximate value of Two Million, Five Hundred Thousand Pounds Sterling (£2,500,000.00) exclusive of VAT and subject to commercial finalisation across the Agreements full term which is made up of a period of approximately 18 months that is anticipated to commence on 21 September 2026. The Plan for North Lanarkshire Priority All priorities Ambition Statement All ambition statements Programme of Work Transforming Places 1. Background 1.1 Glenboig Primary School requires a new build primary school due to significant levels of housebuilding in the Glenboig area. The existing primary school will reach operational capacity as the school roll continues to increase as the proposed housebuilding comes forward. The existing primary school is within the council’s Education 2010 PPP Estate and is operated by Transform Schoos North Lanarkshire (TSNL). Policy and Strategy Committee Contract Award for Professional Services Development Agreement for Glenboig Community Hub Item 14 Page 197 of 206
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1.2 In tandem with procuring and developing Glenboig Community Hub, the Hub Delivery Team have managed the procurement and construction of temporary accommodation at the existing facility to accommodate the school roll until the construction of the new facility is complete. 1.3 Funding was approved for Glenboig Community at Policy and Strategy Committee in March 2024. 1.4 Following previous procurement exercises to procure Project Manager, Quantity Surveyor, NEC4 Supervisor, Compliance Monitor and Principal Designer services to support the project, this procurement exercise seeks to appoint a Tier 1 contractor to take forward the initial stage of a two stage design and build process via the SCAPE Scotland Construction framework agreement (the “Framework”). 1.5 SCAPE Scotland is a widely used construction procurement organisation used throughout the Public Sector in Scotland with their various framework agreement offerings operating via a Direct Award call off mechanism. Two contractors are appointed to the Framework for projects of this size – Morgan Sindall Construction & Infrastructure Limited (Lot 3) and McLaughlin & Harvey Construction Limited (Lot 4). To demonstrate best value, the Hub Delivery Team utilised SCAPE’s contractor selection process to obtain a quality questionnaire and interview both contractors prior to selecting a successful contractor to take the project forward. 1.6 Following the contractor selection process, the Hub Delivery Team selected Morgan Sindall Construction & Infrastructure Limited (the “Contractor”) who received the highest score during this process. The Framework allows a period of 6-8 weeks for a feasibility study to be undertaken to ensure, prior to formal appointment, that the Contractor can work within the council’s programme, budget and objectives for the project. 1.7 The Contractor submitted their feasibility study to the council in early August 2026 and the Hub Delivery Team will continue to review this accordingly to ensure that it is aligned to our project objectives, programme and budget requirements. 1.8 This procurement exercise seeks to appoint the Contractor to undertake professional services associated with the design and development of Glenboig Commnity Hub. These services include the appointment of an Architect, Mechanical and Electrical Engineer, Civil and Structural Engineer, Landscape Architect and other professionals required to contribute to the design of the community hub along with the completion of site investigations and other site-specific surveys. A further Contract Award Report will be brought before Committee in future for the construction of the hub. 1.9 To enable appropriate development and execution of the procedure required to form the Agreement, a panel of technical and procurement representatives (the “User Intelligence Group (UIG)”) was formed. 1.10 The UIG were responsible for developing the required internal contract strategy (the “Contract Strategy“) for the Agreement. The Contract Strategy sets out the parameters and approaches the council would apply within the procurement, tendering, contracting and end of life stages of the Agreement following appropriate analysis, research and investigation to ensure the council achieves maximum benefit where possible. In accordance with GCSO 4.4, a Contract Strategy was developed for this project and is subject to ongoing review while the two-stage design and build process is undertaken through the Framework. Page 198 of 206
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2. Report 2.1 The procurement procedure was undertaken as a “Direct Award”. A Direct Award is a procurement procedure where an overarching framework agreement allows the council to directly engage and contract with an appointed contractor that has already went through a full competitive procurement procedure in a more efficient manner as per the framework agreements terms and conditions. 2.2 Within the associated Contract Strategy for the Agreement, the overarching framework agreement and determination of whether Best Value was achievable via the Direct Award procurement, the recommended Contractor was identified, engaged and issued an invitation to tender to formalise the Agreement. 2.3 The tender received from the recommended Contractor underwent appropriate appraisal to ensure it was complete / compliant with the council’s requirements and demonstrated Best Value. 2.4 Appendix 1 provides a summary of the procurement procedure undertaken including the key considerations and outcomes. Financial / Budget Consideration 2.5 Gardiner and Theobald LLP who are the appointed Project Manager and Quantity Surveyor on the project will review and validate the contents of the submitted feasibility study to ensure that it represents best value for the council prior to entering into any contract for the professional services outlined in this report. 2.6 The Hub Delivery Team are working alongside the external consultancy noted above to finalise the contract value. The current indicative value is £2,500,000 which is subject to finalisation and agreement of acceptable commercial terms. Price Stability 2.7 The price of the professional services contract will remain fixed for the duration of the contract, subject to the provisions of the contract conditions. 2.8 The council has multiple projects where similar services have been procured via historic routes to market. It also has access to framework information from SCAPE Scotland to ensure that the costs of the professional services demonstrate best value. Community Benefits 2.9 The council is committed to maximising the delivery of community benefits. The procurement included a community benefit requirement, this approach is designed to deliver local community benefits where possible. 2.10 Within their tender, the recommended Contractor committed to deliver community benefits as detailed within Appendix 1 of this report. The Hub Delivery Team are currently agreeing the proposals for the delivery of community benefits over the duration of the development and construction of the community hub, similar to those delivered on other community hub projects including, but not limited to, full time employment, apprenticeships and training opportunities. Page 199 of 206
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Fair Work First and Payment of the Living Wage 2.11 Within their tender submission to obtain appointment to the overarching framework agreement the Contractor intimated that they would commit to SCAPE’s Fair Work First Statement which covers the following areas of the Scottish Governments “Fair Work First” initiative: • Effective Voice • Security • Opportunity • Fulfilment; and • Respect 2.12 Further information on the Living Wage status of the recommended Contractor is detailed in Appendix 1. Contract Management 2.13 Officers from the Hub Delivery Team within Assets and Procurement 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 The Agreement will deliver the following outcomes; • Best Value will be demonstrated as outlined in Appendix 1; • The appointment of an experienced Contractor who has the experience and capability to deliver high-quality service to the council which will contribute to the mitigation of the projects overall risk profile and contribute to overall project success. • A completed procurement procedure which is compliant with all the relevant procurement legislation, overarching framework agreement and the council’s General Contract Standing Orders. • Secure a range of community benefits which align to strategic objectives and are compliant with the over-arching SCAPE Scotland Construction Framework Agreement. 4. Supporting documents 4.1 Appendix 1 Summary of Procurement Procedure. James McKinstry Chief Officer (Assets and Procurement) Page 200 of 206
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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? SCAPE Scotlands Construction framework provides Fair Work First Principles which the selected contractor has committed to working within. The Contractor is bound by these principles for the duration of their time on the framework. 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? Available budget is contained within the Town and Community Hub capital programme. Glenboig Community Hub and associated professional services was granted approval to proceed to procurement in September 2025 via the Town and Community Hub Steering Group. 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? All procurement procedures will have potential legal implications however throughout this Agreement, compliance with the councils General Contract Standing Orders and the relevant procurement regulations has been maintained with advice from colleagues in Corporate Procurement and Legal Services sought as and when required. Legal Services are advising on the contract terms that the Contractor will awarded on. No significant amendments to these terms were proposed by Legal Services or the contractor. Page 201 of 206
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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? Programme risks are managed via Figtree. Specific project risks will be managed via project risk register and regularly reviewed to ensure effective risk management and mitigation. 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 202 of 206
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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 203 of 206
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Appendix 1 – Summary of Procurement Procedure Overview Reference NLC-SLP-24-021 Title Professional Design Services for the Development of Glenboig Community Hub Classification Services - Standard Responsible Chief Officer and Position James McKinstry, Chief Officer (Assets and Procurement) Competition Governance by Value Overarching Framework Agreements terms and condition in accordance with the Councils General Contract Standing Orders Route to Market Direct Award from a Third-Party Framework Agreement Framework Agreement Title, Ref and Lot Info SCAPE Scotland Construction Framework Lot 3 Interest No. of Lot / Framework Agreement Appointments Two Date ITT Package Issued (If Applicable) 26 February 2026 Direct Award Basis Best Value Assessment of Framework Contractors in Accordance with the Framework Agreement How Has “Best Value” Been Demonstrated? By utilising a Direct Award, it allows the council to directly engage and contract with an appointed contractor that has already went through a full competitive procurement procedure in a more efficient manner as per the framework agreements terms and conditions. A contractor selection process was undertaken to determine the most suitable contractor to direct award to. This process consisted of a quality only assessment of a questionnaire issued by the council. Both suppliers were also interview to ensure that they were suitable for the contract. Morgan Sindall Construction scored highest on this assessment and therefore, was chosen as the most appropriate contractor to direct award to. Award Details General Overview Total / Maximum Value £2,500,000 (approximate subject to finalisation) Contract Duration (Months) Approximately 18 months (subject to finalisation) Contractor Registered Name(s) Morgan Sindall Construction & Infrastructure Limited Page 204 of 206
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Contractor Overview Registered Local Authority Area North Lanarkshire Contractor(s) Size Large Living Wage Paying the Living Wage Yes Living Wage Accredited Yes Overview of Community Benefits Morgan Sindall have committed to delivering community benefits on this project. The Hub Delivery Team are currently agreeing the proposals for the delivery of community benefits over the duration of the development and construction of the community hub, similar to those delivered on other community hub projects including, but not limited to, full time employment, apprenticeships and training opportunities. The agreed benefits will align to SCAPE Scotlands Social Value KPI framework. Additional Comments Within the original tendering process for the SCAPE Construction Framework, Fair Work First formed part of the criteria that contractors were required to adhere to. SCAPE have their own Fair Work First statement which each contractor appointed to the framework has signed up to. Impacts Summary, Public Sector Equality Duty and Fairer Scotland Duty ☐ HR Policy Impact ☐ Data Protection Impact ☒ Environment / Carbon Impact ☐ Risk Impact ☒ Children’s Rights and Wellbeing Impact ☐ Financial Impact ☒ Legal Impact ☒ Technology / Digital Impact ☐ Comms impact ☐ Armed Forces Covenant Duty ☐ Page 205 of 206
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