PO12.1(1) Strategic Capital Investment Programme 2023-24 to 2025-26 - Update
North Lanarkshire Council · 16 March 2023
Back to Policy and Strategy Committee — 16 March 2023 and its agenda
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North Lanarkshire Council Report Policy and Strategy Committee Does this report require to be approved? ☒ Yes ☐ No Ref DB / EK / GT Date 16/03/23 PO12.1(1) – Strategic Capital Investment Programme 2023/24 to 2025/26 - Update From Derek Brown, Depute Chief Executive E-mail telferg@northlan.gov.uk Telephone 07583 010692 Executive Summary This report provides an annual update on the Council’s Strategic Capital Investment Programme including an update on available resources and the expected profile of expenditure over the 2023/24 to 2025/26 period. The report highlights £709m of capital investment plans from 2021/22 to 2025/26 in support of the Council’s long-term ambitions for place shaping transformation of North Lanarkshire’s towns and communities. Alongside record level of investment in the Council’s housing provision through the Housing Revenue Account, the total investment in North Lanarkshire’s communities is planned to be £1.332 billion over the current five-year planning period. The current Strategic Capital Investment Programme demonstrates £159.702m of external funding, highlighting the Council’s continuing success in levering additional funding from the Scottish Government, UK Government and public sector partners. Recommendations It is recommended that Committee: (1) Approves the 2023/24 Strategic Capital Investment Programme as outlined in Appendix 1; and (2) Approves the updated profile of the Strategic Capital Investment Programme from 2024/25 to 2025/26 as outlined in Appendix 1; (3) Approves the extension of the current Capital Strategy to 31 March 2024 as outlined in paragraph 2.12; and (4) Approves the updated Terms of Reference and Governance Framework for the Council’s Strategic Capital Delivery Group outlined in Appendix 2. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (25) Ensure intelligent use of data and information to support fully evidence based decision making and future planning
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1. Background 1.1 The Council’s capital investment plans are underpinned by the Capital Strategy that was approved at Policy and Strategy Committee in June 2019. The Capital Strategy aims to create an asset base that meets the shared ambition with the aspiration for North Lanarkshire to be the place to Live, Learn, Work, Invest and Visit. 1.2 The Council adopted the Strategy in preparing the Council’s Strategic Capital Investment Programme approved at Policy and Strategy Committee on 17 March 2022. This ambitious programme recognised General Services investment of £725.354m in North Lanarkshire’s communities between 2021/22 and 2025/26. Excluding the impact of City Deal this reflected a 260% increase in capital expenditure compared to the previous five year programme and reflects the ambitions of the Council to deliver the Plan for North Lanarkshire and to further support the recovery from the pandemic. 1.3 The approved Capital Strategy highlights the role of the Council’s Strategic Capital Delivery Group (SCDG) in ensuring the effective management, delivery and monitoring of capital projects. The SCDG is an officer working group comprising of senior officer representatives from key Council services. 2. Report Updated Forecast Resources 2.1 The updated Strategic Capital Investment Programme has been developed based on the latest estimates of available resources, including government grant, Community Investment Fund and prudential borrowing. The following table provides an update on the 5-year resource profile: Forecast Available Resources 2021/22 2022/23 2023/24 2024/25 2025/26 Total £000 £000 £000 £000 £000 £000 Capital Grant 23,380 23,380 23,380 23,380 23,380 116,900 Community Investment Fund 2,606 24,299 80,444 97,972 33,751 239,072 Prudential Borrowing (Former SC21) 15,504 55,639 49,063 0 0 120,206 Prudential Borrowing (NLC Match for City Deal, Spend to Save etc) 15,406 6,659 6,005 9,466 30,545 68,081 External Funding (including City Deal) 26,110 42,923 47,450 28,178 15,041 159,702 Capital Receipts 1,000 1,000 1,000 1,000 1,000 5,000 Total 84,006 153,900 207,341 159,996 103,717 708,960
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2.2 The analysis above reflects the updated estimate of Community Investment Fund resources as reported to Policy and Strategy Committee on 29 September 2022, reflects the capital programme reductions approved at Policy and Strategy Committee on 1 December 2022, incorporates anticipated City Deal grant income and additional income generated by the Council including grant support from organisations such as Strathclyde Partnership for Transport; Scottish Government grants such as Vacant and Derelict Land Fund; and partner / developer contributions. 2.3 The total five-year programme presented to Policy and Strategy Committee in March 2022 highlighted total resources of £725.354m, representing a reduction of £16.394m. This reflects the impact of a rephasing of City Deal expenditure and associated income of £44.000m beyond the current planning period. Excluding the impact of this programme reprofiling, overall resources have increased by £27.606m on a like for like basis. This reflects the Council’s success in levering additional funding such as the successful Levelling Up Fund application for Cumbernauld Town Centre. 2.4 There have been no changes to the projections for the Council’s share of the General Capital Grant, capital receipts allocated to support capital expenditure and ‘spend to save’ funding linked to completion of the energy efficient LED programme delivery. Strategic Capital Investment Programme 2.5 The programme continues to face challenges caused by external market issues. These include reduced capacity for external contractors to deliver projects within previously assumed timelines linked to ongoing shortages of materials and labour, increasing material costs, availability of vehicles and equipment and the requirement to adjust the scope of programmes to reflect changes to service delivery. 2.6 The Council’s Strategic Capital Delivery Group has continued to consider these issues throughout the current financial year and agreed programme reprofiling in accordance with its Terms of Reference at its meetings on 15 September 2022 and 2 February 2023. 2.7 Following these reprofiling exercises, the table below outlines the updated programme phasing over the current five-year capital planning period per service area. The work to re-organise budgets to reflect updated service groupings is ongoing and will be completed prior to presentation at Policy and Strategy Committee on 16 March 2023:
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Phasing By Service Area 2021/22 2022/23 2023/24 2024/25 2025/26 Total £000 £000 £000 £000 £000 £000 Place 24,126 46,507 55,390 32,791 67,682 226,496 Asset and Procurement 15,728 24,108 25,737 16,416 11,271 93,260 Asset and Procurement – Town and Community Hubs 16,953 47,574 83,344 88,495 8,389 244,755 Community Operations 17,688 21,434 26,224 13,787 8,510 87,643 Housing Property Services (non- HRA) 697 562 100 100 100 1,559 Adult Social Care 2,116 2,254 2,200 2,220 2,200 10,990 Business and Digital 5,741 10,264 10,589 3,227 1,988 31,809 Strategic Communications and Engagement 957 1,197 3,757 2,960 3,577 12,448 Total 84,006 153,900 207,341 159,996 103,717 708,960 2.8 This level of investment in North Lanarkshire’s communities supports the local economy through the creation and maintenance of jobs and continues to demonstrate to communities that the place making visions for towns remains a priority for the Council. 2.9 In line with the SCDG Terms of Reference, the programme outlined above and in Appendix 1 will remain under continual review as the programme evolves and will continue to be subject to an annual report to Policy and Strategy Committee outlining amendments to the programme to reflect changes in priorities and / or changes in the resources available. Housing Revenue Account Capital Programme 2.10 While this report focuses on the Council’s General Fund capital programme, Committee should be aware of the record levels of investment in the Council’s current and future housing stock. The updated planning assumptions linked to the approval of the Council’s Housing Revenue Account budget for 2023/24 reflect investment of £333.815m in the Council’s existing housing stock and a further £288.943m in new supply over the current five-year planning period. Community Investment 2.11 Combining the updated General Fund Strategic Capital Investment Programme with approved investment in the Housing Revenue Account Capital Programmes means that the Council is planning for total Community Investment of £1.332 billion over the current five-year planning period. Capital Strategy and Future Programme Development 2.12 In accordance with Prudential Code requirements, the Council carries out ongoing reviews of the Capital Strategy. The current Strategy was due for review in 2022/23
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with a revised Strategy intended to be in place for 1 April 2023. However, given the intention to commence work on the development of a new five-year programme to commence from 1 April 2024, the wider review of the Capital Strategy has been delayed to ensure appropriate alignment with the Council’s updated Programme of Work and driven by the updated Corporate Asset Management Plan. The main principles outlined and adopted within the current Strategy remain unchanged. Updated SCDG Terms of Reference and Governance Framework 2.13 The current SCDG Terms of Reference and Governance Framework was approved at Policy and Strategy Committee in September 2021. With the revised management team and organisational structure approved at Policy and Strategy Committee in December 2022, SCDG has reviewed its Terms of Reference to ensure it properly reflects the Council’s current organisational structure. The proposed revision to the Terms of Reference and Governance Framework is presented in Appendix 2. 3. Measures of success 3.1 The SCDG will continue to monitor the performance of the capital programme and liaise with officers, Corporate Management team and Elected Members to ensure completion of the programme in line with available resources. 4. Supporting documentation Appendix 1 – Strategic Capital Investment Programme – Updated 2021/22 to 2025/26 Programme Profile Appendix 2 – Strategic Capital Delivery Group – Updated Terms of Reference and Governance Framework Derek Brown Depute Chief Executive
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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 have been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The financial impacts are outlined throughout the report. The Council’s SCDG has responsibility for ongoing management of the strategic capital investment programme and the monitoring of the overall programme will continue to be presented to Finance and Resources Committee at each committee cycle. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐
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5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Through SCDG the Council will be managing ongoing risk associated with the strategic capital investment programme, including but not limited to: • Failure to spend in-year capital grant which may result in any unspent portion being returned to the Scottish Government. However, given the significant level of Community Investment Fund investment this risk is deemed to be low at this stage. • Project delays and programme issues that impact on the delivery of the programme and result in increases costs or reduced outcomes. 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.
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Appendix 1 Strategic Capital Investment Programme 2021/22 to 2025/26 – Updated Project / Theme 2021/22 2022/23 2023/24 2024/25 2025/26 Total £000 £000 £000 £000 £000 £000 Asset and Procurement Maintaining Existing Assets - windows, re-roofing, re-wiring and condition survey works for the Council's building assets 4,887 9,025 8,201 7,103 5,917 35,133 Carbon Management 387 517 2,110 2,686 2,686 8,386 Office Rationalisation 151 438 3,303 2,000 0 5,892 Shared Campus 0 0 0 0 0 0 Leisure Development 377 1,411 668 500 84 3,039 Health & wellbeing and digital classrooms 318 412 351 0 0 1,081 Rationalisation including ASN & Social Work 1,136 1,590 4,942 0 0 7,669 Curriculum Development -342 864 400 296 0 1,219 Sustainable Estate 939 1,199 1,786 1,205 600 5,728 Outdoor Education and Outdoor Spaces 509 3,928 1,390 135 0 5,962 Future Capital Receipts Investment 216 774 581 320 220 2,112 Design Fees 1,501 1,469 1,563 1,594 1,625 7,753 1140 Early Learning and Childcare Expansion 5,525 1,971 260 39 39 7,834 Demolitions 125 510 180 538 100 1,454 Sub-Total Asset and Procurement 15,728 24,108 25,737 16,416 11,271 93,260 Town and Community Hubs Town and Community Hubs - development of campus sites across North Lanarkshire in consultation with local communities 16,953 47,574 83,344 88,495 8,389 244,754 Sub-Total Town and Community Hubs 16,953 47,574 83,344 88,495 8,389 244,754
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Project / Theme 2021/22 2022/23 2023/24 2024/25 2025/26 Total £000 £000 £000 £000 £000 £000 Community Operations Contaminated land and pollution control 312 368 360 372 384 1,797 Vehicle replacement programme 1,909 49 3,804 5,861 1,774 13,397 Depot rationalisation and investment 612 1,691 6,655 0 0 8,958 HWRC equipment 498 465 25 25 25 1,038 Landfill Provision 0 0 0 0 0 0 Cemeteries Infrastructure 314 1,608 3,711 955 205 6,793 Road Asset Management including street lighting, road improvements and gateway signage 9,145 11,941 9,124 4,059 4,059 38,328 Drumbreak Marsh River Restoration Project (SEPA Funding) 3,195 1,276 48 0 0 4,519 Play area equipment and surface renewal 87 213 150 150 150 750 Bin rationalisation project and replacement 815 138 25 25 25 1,028 Environmental Assets replacement of plant and machinery 619 773 659 467 442 2,960 Parks Masterplan 182 2,912 1,663 1,873 1,445 8,075 Sub-Total Community Operations 17,688 21,434 26,224 13,787 8,510 87,643 Place Economic Regeneration 5,833 17,625 25,018 3,966 1,000 53,441 City Deal Programme 10,984 19,507 21,248 26,399 47,591 125,728 City Deal - East Airdrie Link Road (NLC-funded increase) 0 412 0 0 0 412 City Deal - Ravenscraig Infrastructure Access (NLC-funded increase) 0 0 1,000 0 16,600 17,600 Infrastructure and Transportation improvements, major maintenance and development including traffic signals, pedestrian crossings, active travel, bridge, drainage and flood risk management 7,309 8,748 8,125 2,427 2,491 29,101 Antonine Wall Project 0 215 0 0 0 215 Sub-Total Place 24,126 46,507 55,390 32,791 67,682 226,497 Housing Property Services (Non-HRA) Water Quality Management 697 562 100 100 100 1,559 Sub-Total Housing Property Services 697 562 100 100 100 1,559 Total Enterprise and Communities 75,192 140,185 190,795 151,590 95,952 653,713
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Project / Theme 2021/22 2022/23 2023/24 2024/25 2025/26 Total £000 £000 £000 £000 £000 £000 Adult Social Care Equipment and Adaptations 2,116 2,254 2,200 2,220 2,200 10,990 Total Adult Social Care 2,116 2,254 2,200 2,220 2,200 10,990 Business and Digital Line of Business (LOB) System Portfolio 294 1,504 1,678 808 610 4,893 End User Device (EUD) Refresh 198 1,498 1,760 1,180 600 5,237 Digitisation & Innovation 5,250 7,262 7,151 1,239 778 21,679 Sub-Total Business and Digital 5,741 10,264 10,589 3,227 1,988 31,809 Strategic Communications and Engagement Community Board Project Investment Fund 957 1,198 3,756 2,960 3,577 12,448 Sub-Total Strategic Communications and Engagement 957 1,198 3,756 2,960 3,577 12,448 Total Chief Executives 6,698 11,462 14,346 6,187 5,565 44,257 TOTAL GENERAL SERVICES CAPITAL PROGRAMME 84,006 153,900 207,341 159,996 103,716 708,960 HRA Mainstream Investment Programme 53,285 57,950 54,682 76,821 91,077 333,815 HRA New Supply 35,205 44,721 76,308 70,027 62,682 288,943 TOTAL COMMUNITY INVESTMENT 172,496 256,571 338,331 306,844 257,475 1,331,718
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Appendix 2 STRATEGIC CAPITAL DELIVERY GROUP TERMS OF REFERENCE & GOVERNANCE FRAMEWORK 1. ROLE The Strategic Capital Delivery Group (the Group) is a working group convened of senior officers. The Group advises elected members in terms of capital allocation and project approval and has responsibility for the day to day management of the capital programmes, including the realignment of resources to facilitate the effective delivery of the Council’s Strategic Capital Investment Programme, including: • General Services Core Investment Programme (including Town and Community Hubs and Enterprise Projects) • HRA Mainstream Investment Programme • HRA New Supply Programme The Group makes recommendations on and amendments to the approved capital programmes, as required, with any amendments reported to Committees in line with the financial regulations and the agreed limits, as outlined in the Terms of Reference & Strategic Framework Section 4 – Authority. 1.1 Chair The Depute Chief Executive will act as Chair of the Group, with the Chief Officer of Finance as Depute. 1.2 Group objectives • Monitor the Council’s Strategic Capital Investment Programme, including performance against delivery aims and objectives; • Advise Elected Members on capital allocations and project approval, making recommendations on and amendments to the approved capital programme; • Ensure the proper alignment of capital resources to allow for effective delivery of the programmes; • Monitor expenditure projections against budgets and available resources, revising these where necessary, subject to the limits set out in Section 4 – Authority; • Ensure robust governance arrangements around the delivery, monitoring and reporting of capital programmes; • Consider the quarterly capital monitoring report to Finance and Resources Committee to ensure appropriate actions are agreed for review by Elected Members; • Ensure Participatory Budgeting principles are embedded in key capital investment decisions of the Council; • Arrange and undertake training/awareness sessions as required to reinforce skills/knowledge across the Council in respect of capital monitoring and capital financing; • Ensure all decisions made by the Group are Intra Vires and in line with The Plan for North Lanarkshire.
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2. MEMBERSHIP 2.1 Membership Membership to include: Depute Chief Executive (Chair) Chief Officer (Finance) Chief Officer (Assets and Procurement) Chief Officer (Place) Chief Officer (Housing Property Services) Chief Officer (Education – North) Chief Officer (Legal and Democratic) Chief Officer (Business and Digital) Chief Officer (Community Operations) Chief Office (Strategic Communication and Engagement) Head of Planning, Performance and Quality Assurance Business Finance Manager (Resources Solutions) Membership of the Group reflects the composition of the capital programmes and ensures the fair representation of Council services responsible for investment in all Council assets. The Group must make decisions on a corporate basis, in line with The Plan for North Lanarkshire, Financial Strategy, Financial Regulations and other relevant plans and policies. In the event that the Council structure changes the membership will be aligned to the new structure, unless membership is formally changed by the Policy and Strategy Committee. 2.2 Attendance Where group members are unable to attend meetings, nominated deputies should attend. Group membership should be representative of the Council services, with members acting in an independent manner. Quorum is achieved with 70% attendance (including substitutes). In the event that a meeting is not quorate, the Group is required to reconvene. Officers and external parties may be invited to attend meetings of the Group to provide information/ support and to answer questions in respect of the Council’s capital programmes. 3. PROCEDURES 3.1 Meeting Frequency The Group will meet, as a minimum, quarterly, prior to each cycle of Policy and Strategy Committee. 3.2 Administration Administrative support will be arranged by the Chair to coordinate and distribute agendas, minutes and meeting papers. Records of all minutes, decisions and actions will be maintained.
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3.3 Submissions and Reports Group members may make submissions to the Group. Submissions and progress reports should reach the nominated administrative support no later than five working days before each meeting. Urgent matters may be submitted later than this deadline, but only with the approval of the Chair. 3.4 Agendas and Papers Agendas will be prepared and distributed to Group members with supporting papers at least three working days before each meeting. 3.5 Minutes Minutes will be taken of meetings and will be distributed in draft via email within five working days of the Group meeting. Minutes will be approved by the Group at the following meeting. 3.6 Responsibility for Actions and Communication Group members shall ensure that any decisions relevant to their Service are actioned by relevant officers. Responsibility for actions within minutes will be recorded in an updated work plan as per the outcome of the meeting. The Depute Chief Executive and Chief Officers shall refer Group decisions to individual Service Committees for approval or noting, in accordance with agreed limits outlined in Section 4 – Approvals below, and will advise the Group of outcomes and decisions made by Committee. The Chair will refer Group minutes to Corporate Management Team. 3.7 Special Meetings Special meetings of the Group may be called at the discretion of the Chair. As far as possible, normal procedures will be followed. 4. AUTHORITY 4.1 Resources The Capital Programmes are based on estimates of future investment targets funded by a combination of Scottish Government Grants, capital receipts, CFCR and prudential borrowing. When confirmation of investment targets are reviewed or amendments to resources are known, the Group will give consideration to adjusting the Programme accordingly. Recommendations for a revised programme, based on the actual level of resources will subsequently be referred to Policy and Strategy Committee for approval annually. 4.2 Virement & Re-profiling 4.2.1 General Fund Capital Programme In the event the Group agrees a virement between approved Project / Thematic Categories, this will be up to a maximum of £500,000. Virements above this value require the approval of the Individual Service Committee (if they remain within Service- headings), or the Finance and Resources Committee if the virement is across Services. 4.2.2 Housing Capital Programmes The Group has the authority to redirect resources across the following Thematic Categories. These virements should be reported to the Housing Committee:
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• Estate Regeneration • Energy Efficiency • Major Repairs • Internal Upgrading • Tower Strategy • Community Care • Fees/Miscellaneous • New Build • Council Buy Back Schemes The Group has the authority to agree virements up to £1,000,000, virements in excess of this amount will be reported to the Finance and Resources Committee for noting. Virements above this value require the approval of the Housing Committee. 4.3 Re-profiling of Capital Allocations The Group has authority to re-profile capital allocations within Project / Thematic Categories up to a maximum of £10,000,000 to and from future years of the Programme to ensure effective delivery over the 5 year timeframe, provided this can be managed within the overall annual budgeted resources (i.e. does not create additional unbudgeted borrowing costs). This will be reported to appropriate Service Committees, and Finance and Resources Committee for noting. 4.4 Over - programming Allowance The Group is required to review and monitor the over-programming allowance within programmes to ensure levels of funding remain sufficient to meet programme commitments. 4.5 Additional Project Approval Approval must be sought from the Chief Officer of Finance and Policy and Strategy Committee for new projects/ additional investment which cannot be contained within the currently approved Council Programmes. Emergency works outwith the approved Programme should be referred to the Chair who will consult with the Chief Officer of Finance in seeking approval to proceed from the Council Leader. 4.6 Monitoring 4.6.1 All Capital Programmes Individual Service Committee reports will provide monitoring information showing the appropriate level of detail, predominately in line with the project / theme groupings as laid out within the Strategic Capital Investment Programme 2021/22 to 2025/26 or alternatively in accordance with the appropriate project groupings within the Housing Capital Programme. Whilst individual budget holders have responsibility for reporting variances and ensuring compliance with Financial Regulations and General Contract Standing Orders, overall responsibility for financial management lies with the Chief Officer of Finance. Therefore, Financial Solutions staff must be provided with information for individual projects to allow for effective financial monitoring. 4.7 Sub Groups To ensure specific management of resources to advance the Plan for North Lanarkshire and Programme of Work objectives, the Group will establish and delegate authority to either sub-groups or other governance groups (i.e. Projects Boards), as considered necessary. The sub-groups will have Terms of Reference and Governance
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Framework established which shall include the requirement to report back to the SCDG. The following is an example of the governance groups created with delegated authority from the Group to manage project delivery, including allocating resources: • Economic Regeneration Delivery Programme (ERDP) Project Board Delegated responsibility for managing the ERDP capital programme including town centre regeneration and external funding streams such as Vacant and Derelict Land Fund, Town Centre Fund, Place Based Investment Programme and other capital funds supporting economic regeneration. • Town and Community Hub Board Delegated responsibility for managing Town and Community Hub programme delivery including assessment of external funding opportunities from the Scottish Government’s Learning Estate Investment Programme. • City Deal Board Delegated responsibility for managing the Council’s City Deal programme including supporting wider City Region objectives. • DigitalNL Board Delegated responsibility for managing the Council’s digital transformation programme. 5. POST PROJECT REVIEWS The Group has oversight of the performance of the Council’s Capital Programmes and may carry out post implementation reviews, in line with the Council’s Project Management guidelines. 6. RISK MANAGEMENT All risks relating to the Programme and to individual projects will be managed in line with the Council’s Risk Management Strategy and in accordance with Project Management guidelines.