Agenda Document Pack - Council - 01/10/2026
North Lanarkshire Council · 1 October 2026
Back to Council — 1 October 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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22 September 2026 Members of the Council 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 Council is to be held in the Council Chamber, Civic Centre, Windmillhill Street, Motherwell, ML1 1AB on Thursday, 01 October 2026 at 16:00 PM which you are requested to attend. The agenda of business is attached. Des Murray Chief Executive Members : Clerk Name: Mark Hamill Clerk Telephone: 07811294702 Clerk Email: committee@northlan.gov.uk D Ashraf, A Ballinger, C Barclay, B Baudo, A Beveridge, M Boyd, H Brannan-McVey, G Brennan, B Burgess, A Bustard, J Cairns, A Campbell, T Carragher, C Costello, M Coyle, S Coyle, D Crichton, G Currie, P Di Mascio, K Docherty, K Duffy, A Duffy-Lawson, H Dunbar, T Fisher, F Fotheringham, W Goldie, H Gray, K Harmon, M Hughes, J Hume, L Jarvie, D Johnston, T Johnston, J Jones, P Kelly, J Keltie, A Khan, K Larson, J Leckie, G Lennon, J Logue, H Loughran, F MacGregor, A Masterton, M McBride, B McCluskey, A McCrory, B McCulloch, M McCulloch, P McDade, F McKay, R McKendrick, J McLaren, C McManus, M McPake, J McPhilemy, A McVey, L Mitchell, L Nolan, P Patton, C Quigley, J Reddin, L Roarty, D Robb, G Robinson, N Shevlin, W Shields, A Smith, A Stubbs, L Stubbs, R Sullivan, A Thomas, J Toner, S Watson, C Williams, N Wilson, G Woods. Page 1 of 30
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Agenda 1 Declarations of Interest In Terms of the Ethical Standards In Public Life Etc. (Scotland) Act 2000 2 Minutes of Meetings of Committees, Sub-Committees and Panels - Cycle Three Submit volume of minutes of meetings of Committees, Sub- Committees and Panels for Cycle Three 2026 for approval in terms of standing order number 21 (copy to follow) 3 Membership of Committees, Sub-Committees, Panels, Working Groups and Outside Bodies Submit proposed amendments to Membership of Committees, Sub-Committees, Panels, Working Groups and Outside Bodies (copy to follow) 4 Public Service Reform and the Implications for Local Government Set Out in the Programme for Government 2026-31 Submit report by the Chief Executive providing an overview of the key elements of the Programme for Government 2026-31 and associated ministerial statements, together with the latest position articulated by COSLA. 9 - 24 NOTICE OF MOTIONS 5 Notice of Motion submitted by Councillor Lennon and Councillor McCluskey “Council notes: The increasing number of proposals for hyperscale data centres and AI infrastructure within North Lanarkshire, including developments representing many billions of pounds of private investment and significant electricity demand. Council notes the briefing provided to elected members on 3 August 2026 regarding these proposals. Council further notes recent public statements issued by North Lanarkshire Council and the Council Administration regarding the proposed Lanarkshire AI Growth Zone, referring to approximately £8 billion of private investment and the creation of thousands of jobs. Council recognises that investment in digital infrastructure may provide significant opportunities for economic growth, employment and innovation. Page 3 of 30
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Council also recognises that developments of this scale have implications extending beyond individual planning applications and local authority boundaries, including for Scotland’s electricity network, energy security, environment, infrastructure and long-term economic strategy. Council notes concerns raised by residents regarding the cumulative impact of such developments, including: • electricity demand and future grid capacity; • renewable energy and Scotland’s climate obligations; • water consumption, drainage and environmental sustainability; • operational noise and backup generation; • biodiversity, landscape and agricultural land; • construction traffic and transport infrastructure; • emergency planning and infrastructure resilience; and • the cumulative effect of multiple large-scale developments within the same area. Council further notes questions regarding the long-term economic benefits of hyperscale data centres, including permanent operational employment, opportunities for Scottish businesses, business-rate revenues and the extent to which headline investment and employment projections translate into lasting economic benefit for North Lanarkshire and Scotland. Council believes that both the opportunities and cumulative impacts of developments of this scale merit appropriate independent and strategic examination. Council further recognises that applications of this nature may require specialist expertise and place additional demands upon local authority planning and other services. Council notes that City of Edinburgh Council has called upon the Scottish Government to introduce a national moratorium on new hyperscale data-centre developments pending the establishment of an appropriate national policy framework. Council believes there is a strong case for a comprehensive national framework capable of considering the cumulative strategic implications of hyperscale data-centre development across Scotland. Page 4 of 30
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Council therefore agrees: 1. To call upon the Scottish Government to introduce a temporary national moratorium on the determination of new hyperscale data-centre developments until a comprehensive national policy framework has been established. 2. To write to the First Minister, the Cabinet Secretary for Housing and Planning, the Cabinet Secretary for Net Zero and Energy, and the UK Secretary of State for Energy Security and Net Zero requesting national consideration of the strategic implications of hyperscale data-centre development. 3. To call upon the Scottish Government to develop a National Data Centre Framework addressing matters including: • cumulative electricity demand and national grid capacity; • future grid connections and competing infrastructure requirements; • renewable energy, carbon accounting and climate obligations; • water use and environmental sustainability; • waste heat recovery and district heating opportunities; • biodiversity, landscape and agricultural land; • operational noise, backup generation and battery storage; • infrastructure and emergency resilience; • cumulative planning impacts; • community benefit expectations; • permanent employment and long-term economic benefit; and • appropriate environmental assessment requirements. 4. To request that the Chief Executive prepares a report for consideration at the next appropriate meeting of Council, or as soon as reasonably practicable thereafter, setting out, insofar as information is available to the Council: • existing, approved, proposed and known pre- application data-centre developments within North Lanarkshire; Page 5 of 30
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• anticipated electricity demand and known infrastructure implications; • anticipated permanent employment and projected business-rate income, where known; • likely demands upon Council services; • any additional staffing or specialist technical support considered necessary; • opportunities to recover technical assessment costs from applicants where legislation permits; and • any implications for the operation of the Planning Committee. 5. To request that the Chief Executive includes within that report consideration of appropriate arrangements for future member briefings relating to developments which may subsequently require determination by elected members, having regard to the need to maintain public and member confidence in the impartiality of the planning process and to ensure that such arrangements appropriately distinguish between factual information, projected benefits, potential risks and information provided by developers or other interested parties, while respecting the professional responsibilities of officers. 6. To request that future Council communications relating to proposed data-centre developments clearly distinguish between confirmed facts, projected investment, anticipated employment, developer or investor projections and independently verified outcomes. 7. To write to COSLA seeking its support for the development of a consistent national policy framework governing hyperscale data-centre developments across Scotland. 8. To reaffirm that nothing in this motion shall prejudice the determination of any current or future planning application, each of which must continue to be determined on its individual planning merits in accordance with the Development Plan, statutory planning policy and all other material planning considerations. Resource implications Council notes that implementation of this motion will involve officer time and associated administrative resources. Page 6 of 30
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Council agrees that correspondence, preparation of the requested report and other administrative actions arising from the motion will be undertaken from within existing approved resources and budgets where this can reasonably be accommodated. Where specialist technical or external advice, or any other element of the work requested by this motion, cannot reasonably be undertaken within existing approved resources, no additional expenditure shall be committed as a consequence of this motion. Any requirement for additional resources shall instead be identified in the report to Council, together with the estimated cost, proposed source of funding and any consequential impact upon previously agreed commitments, for subsequent determination by Council. Council believes that the opportunities and challenges presented by hyperscale data centres are matters of national significance and that Scotland requires an appropriate national policy framework within which developments of this scale, complexity and strategic importance can be considered.” 6 Notice of Motion submitted by Councillor Larson and Councillor Toner “Council notes with concern the continued prevalence of racism, prejudice and hate crime within our communities and wider society. In 2024-2025, 62% of all hate crimes recorded by Police Scotland included a race aggravator, with racial crime remaining the most commonly reported hate crime in Scotland. North Lanarkshire Council's own Equality Strategy records 324 hate crimes in 2022 - 2023 and identifies the need for continued action to tackle inequality and discrimination. This council condemns racism and prejudice in all their forms and recognises the damaging impact that misinformation and harmful narratives can have in reinforcing, prejudice, division and hostility. Council therefore commits to developing a social media strategy which proactively counters misinformation and harmful narratives with accurate, factual and accessible educational information. The strategy should promote understanding, challenge prejudice and encourage respectful dialogue, working where appropriate with community organisation and relevant partners, with the aim of strengthening community cohesion and ensuring that Council communications make a positive contribution to an informed, inclusive and welcoming North Lanarkshire.” Page 7 of 30
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7 Notice of Motion submitted by Councillor Smith and Councillor Sullivan “Council notes the continuing concerns of North Lanarkshire residents about the use of glyphosate-based weedkiller treatments in communities, with a number of pet owners reporting that their pets have experienced ill health when weedkiller has been sprayed. Council notes a previous ban was implemented following a successful motion to council on 13th August 2020 but overturned on 19th August 2021. Council recognises that Glyphosate is only currently approved for use in the UK until 15th December 2026 and, even if approval is renewed, agrees that council officers should revisit and measure the effectiveness of alternative pet-safe weedkiller treatments. Council also agrees to report these findings back to a future Environment and Climate Change Committee meeting.” 8 Notice of Motion submitted by Councillor Ballinger and Councillor Sullivan “Council notes the distress suffered by parents who lose their babies up to 24 weeks gestation. Council resolves to investigate the potential provision of Baby Gardens across North Lanarkshire's Cemetery estate to enable local access for bereaved families, with a report being considered at a future meeting of the Environment and Climate Change Committee” QUESTIONS 9 Questions Received in Terms of Standing Order 51 Submit two Questions Received in Terms of Standing Order 51. 25 - 26 10 Committee Questions Log - Cycle Three 2026 Submit the Questions Log for Cycle Three of 2026 outlining the questions asked at Committee Meetings during the cycle together with the officer responses. (A3 copy attached to agenda pack) 27 - 30 Page 8 of 30
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North Lanarkshire Council Report Council Does this report require to be approved? ☐ Yes ☒ No Ref DM/SL Date 01/10/26 Public service reform and the implications for local government set out in the Programme for Government 2026-31 From Des Murray, Chief Executive E-mail murraydes@northlan.gov.uk Executive Summary In publishing the five-year Programme for Government 2026-31 on 1st September 2026, the First Minister set out proposals for the reform and modernisation of Scotland’s public services. This builds on the Scottish Government’s Public Service Reform Strategy - Delivering for Scotland, published in June 2025, and the subsequent implementation programme aimed at delivering more sustainable, efficient, and person-centred public services. The Programme for Government 2026-31 reaffirmed the importance of public service reform in improving outcomes for citizens, strengthening prevention and collaboration, and ensuring the long-term sustainability of public services across Scotland. Key announcements accompanying the Programme for Government 2026-31 include proposals to replace the current 14 territorial health boards with two strategic health boards, to remove duplication and overlap across public services to direct more resources to frontline delivery, and to bring national environment public bodies together within a single overarching body to maximise the impact of environmental interventions. In addition, a three-month dialogue on local government reform is proposed. In this regard, COSLA has articulated a clear position: participation in this process must not be interpreted as agreement to any predetermined structure or transfer of responsibilities. COSLA has also stated that Council Leaders are clear in their view that public service reform must be developed jointly by local government and the Scottish Government, grounded in evidence, focused on outcomes, and shaped by the communities and workforce who will be most affected. This report, presented to Full Council, provides Elected Members with an overview of the key elements of the Programme for Government 2026-31 and associated ministerial statements, together with the latest position articulated by COSLA. The report is intended to support awareness and understanding of the public service reform agenda and related developments and reflects the position at the time of writing, recognising that the agenda continues to evolve. Recommendations It is recommended that Council: 1) Note the information and latest position set out in this report, Item 4 Page 9 of 30
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1. Background 1.1 Published in June 2025, Scotland’s Public Service Reform Strategy - Delivering for Scotland, set out the Scottish Government’s commitment to transforming public services through a framework for a more preventative, joined-up, and efficient model of public service delivery. 1.2 The Public Service Reform Strategy identified 18 workstreams aimed at removing barriers to reform and supporting system-wide change. Adopting a theory of change approach, it set out the Scottish Government’s long-term vision for public service reform. Several of the workstreams built on principles first articulated by the Christie Commission report (2011), including a commitment to empowering people, places, and communities, and a focus on prevention. 1.3 Since publication of the Strategy, the Scottish Government has continued to advance its public service reform agenda through a range of policies and initiatives designed to support more sustainable, efficient, and person-centred public services. This direction was subsequently reinforced through the commitments set out in the five-year Programme for Government 2026-31, which reaffirmed the importance of public service reform in improving outcomes and ensuring the long-term sustainability of public services across Scotland. 1.4 Launched on 1st September 2026, the Programme for Government 2026-31 outlines what Scottish Ministers want to achieve before the next Scottish Parliament election in 2031. 1.5 The Programme for Government 2026-31 represents a departure from previous annual programmes in that it establishes a five-year Programme that will be supported by updates each Spring that are aligned to the Scottish Budget process. 1.6 This report is presented to full Council to provide Elected Members with an overview of the key elements of the Programme of Government 2026-31 and associated ministerial statements, together with the latest position articulated by COSLA. The report is intended to support awareness and understanding of the public service reform agenda and related developments and reflects the position at the time of writing, recognising that developments in this area continue to evolve. 2. Public Service Reform Programme for Government 2026-31 2) Note that the information set out in this report was current at the time of writing; however, given the evolving nature of developments in this area, it is subject to change, and 3) Note that the council will continue to monitor, review, and engage with the development of public service reform proposals, seeking to understand and influence their potential impact on local people, communities, services, and the role of local government. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Programme of Work Statutory / corporate / service requirement Page 10 of 30
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2.1 In an article accompanying publication of the Programme for Government on 1st September 2026, the First Minister stated that all the actions of the Scottish Government would be focused on delivering lasting improvements to people’s lives. 2.2 The First Minister also confirmed that the Scottish Government would continue to prioritise action in the key areas of eradicating child poverty, growing the economy, investing in public services, and tackling the climate emergency. The Programme for Government outlined a range of measures in support of these priorities, including actions to reduce NHS waiting times. 2.3 Key announcements associated with the Programme for Government 2026-31 included: • Replacing the current 14 territorial health boards with two strategic health boards. • Improving public services by removing unnecessary duplication and overlap, getting resources more directly to the frontline services. • Bringing the national environment public bodies into a single overarching body to make environmental interventions more impactful. • Supporting better jobs and higher incomes by making Scotland a better place to invest and do business. • Delivering a national breakfast club for all primary schools from August 2027 and, by 2031, providing childcare support 52 weeks a year for children from nine months old to the end of primary school. • Tackling poverty by increasing the Scottish Child Payment to £40 per week for eligible babies under 1 during 2027-28. • Investing £205 million in winter heating payments for pensioners, families with disabled children, and struggling households. • Recognising that hostility to women and girls is a serious societal problem by defining misogyny as a distinct form of prejudice and abuse. • Expanding the £2 bus fare cap beyond the Highlands and Islands to the Strathclyde Partnership for Transport area from Monday, 7 September followed by a national roll-out by the end of this Parliament. 2.4 In addition, a three-month engagement period was announced, with partners, to reach a shared direction on substantial reform to local governance. The COSLA (Convention of Scottish Local Authorities) position 2.5 Over this time, COSLA has worked closely with the Scottish Government on the public service reform agenda, seeking to ensure that local government perspectives, democratic accountability, and place-based reform remain central to national discussions. Beyond the Public Service Reform Strategy, COSLA has also been engaged in a wider range of related reform programmes, including: • The Local Governance Review, which has explored opportunities to strengthen local democracy and rebalance decision-making at community, local, and national levels. • Implementation of the Verity House Agreement, which established a renewed basis for partnership between local government and the Scottish Government, founded on the principles of mutual respect, subsidiarity, and local-by-default decision- making. • Policy development and reform activity across a range of sectors, including public health, community justice, and regional economic development, with a focus on prevention and reducing inequalities, strengthening local partnership working and community-based approaches, and promoting place-based growth and Page 11 of 30
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collaboration. • Ongoing discussions regarding the powers, responsibilities, and constitutional status of local government, including consideration of measures intended to strengthen local democratic leadership. 2.6 Across these areas of activity, COSLA has promoted a coherent approach to reform, emphasising local democratic leadership, prevention, place-based working, and subsidiarity as key principles underpinning change. 2.7 The latest discussions on the implications for local government arising from the Programme for Government 2026-31 were held by COSLA on 11th September 2026. While it was recognised that the proposals presented opportunities for local government to help shape reform, they also highlighted potential risks relating to centralisation, loss of democratic accountability, funding, and the respective roles of councils, communities, regions, and national bodies. 2.8 Following consideration of the proposals, COSLA Leaders agreed a number of overarching principles in relation to public service reform and its potential implications for local government. 1. No one-size-fits-all approach - Public services should be designed with a focus on outcomes, not organisational structures. Services should remain local and closest to communities by default, operate regionally where scale adds value, and nationally only where there is a clear benefit. Protecting the local accountability of public services is essential. 2. Social care must remain local - Social care and social work services must remain within local government and be accountable to local communities. They should be an equal partner to the NHS, not subordinate to it. Social care reform must remove societal and structural barriers, advance inclusion, and support people to have choice, control, and the ability to participate in their communities. 3. Communities and staff must be heard - COSLA is seeking assurance that communities, the workforce, and trade unions will be fully involved in reform discussions, and that evidence is not sidelined by a compressed timetable. 4. The financial case for public service reform - Councils need clarity on expected costs, savings, risks, and the investment required to make any change successful. Public service reform cannot become a vehicle for cutting the local government settlement and placing communities at risk. Sustainable reform requires funding certainty, investment in prevention, and resources that match responsibilities. 5. Looking at the whole system - Debate on local governance should not focus solely on councils. COSLA believes there is a strong case for considering whether some nationally delivered functions could benefit from local democratic accountability, supported by local knowledge and understanding of community needs. 2.9 COSLA Leaders also identified a number of specific issues and considerations that should inform the development of reform proposals. a) A planned approach to public service reform must be agreed jointly between local government and Scottish Government and be sufficiently flexible and asymmetric to recognise the different geographies, demographics, and needs across Scotland. b) Consideration should be given to a range of services not currently within the remit of local government being brought closer to local democratic accountability, such as public health, transport, and further and higher education. c) Council tax reform must be delivered on. Local government has sought this for over a decade and the analysis published to date shows public support for change. Page 12 of 30
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d) Social care and social work services must remain within local government and not be over-medicalised. e) Communities, staff, and trade unions must have a meaningful role in shaping public service reform. f) Public service reform must respect the Verity House Agreement, the European Charter on Local Self Government, and local democratic mandates. g) Local government elections in May 2027 should not be affected by public service reform proposals, and the election timeline should be considered in this process. h) The workforce impacts must be carefully considered and addressed, prior to any agreement on change. i) Greater clarity is needed on the financial implications of public service reform. 2.10 Following subsequent communications between COSLA and the Scottish Government, the First Minister published his paper - A Proposal for Reform of Local Governance - on 21st September 2026; this is intended to provide the starting point for the discussions over the coming months. This correspondence and the paper are attached as appendices to this report, and it should be noted that these latest developments are now under live consideration. Next steps 2.11 The council will continue to engage in discussions relating to public service reform, local governance, and social care, taking account of the position agreed by COSLA Leaders. In doing so, the council’s engagement will reflect the COSLA position that Councillors are elected by their communities to represent their interests and that it is therefore vital to public trust that engagement is meaningful and truly informs any changes to public services. 2.12 Of key importance will be continuing to monitor, review, and challenge the development of public service reform proposals, with a view to understanding what they mean in practice and influencing their local impact on people, communities, services, and the role of local government. 3. Measures of success 3.1 The ultimate measure of success will be whether the public service reform programme delivers tangible and lasting improvements for people and communities, while safeguarding the services on which the most vulnerable members of society rely on. 4. Supporting documentation 4.1 Appendix 1: Correspondence from the First Minister to the COSLA President - 21 September 2026. Appendix 2: A proposal for Reform of Local Governance - Scottish Government outline proposition - September 2026. Des Murray Chief Executive Page 13 of 30
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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 Scotland Act 1998 established the Scottish Parliament and the Scottish Government. Section 28 of this Act provides that the Scottish Parliament may make laws (Acts of the Scottish Parliament), while section 29 sets out the limits of the Parliament's legislative competence (including in relation to matters reserved to the UK Parliament, set out in Schedule 5 of the Act). Accordingly, the Scottish Parliament has the power to legislate on a range of matters that are not reserved, known as devolved matters. 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Page 14 of 30
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Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? This report provides additional context to support the management of the corporate risk relating to governance, leadership, and decision-making, as the council navigates the public service reform agenda. 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 15 of 30
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Scottish Ministers, special advisers and the Permanent Secretary are covered by the terms of the Lobbying (Scotland) Act 2016. See www.lobbying.scot Tha Ministearan na h-Alba, an luchd-comhairleachaidh sònraichte agus an Rùnaire Maireannach fo chumhachan Achd Coiteachaidh (Alba) 2016. Faicibh www.lobbying.scot Rt Hon John Swinney MSP An Fhìor Urr John Swinney BPA First Minister of Scotland Am Prìomh Mhinistear St Andrew’s House, Regent Road, Edinburgh EH1 3DG Taigh Naomh Anndrais, Rathad Regent, Dùn Èideann EH1 3DG Cllr Shona Morrison, COSLA President By email: sasha@cosla.gov.uk Copy: jane@cosla.gov.uk, johnw@cosla.gov.uk ___ 21 September 2026 Dear Cllr Morrison, Thank you for inviting the Deputy First Minister, the Cabinet Secretary for Public Service Reform and me to the COSLA Leaders meeting on 11 September and for your subsequent letter setting out Leaders' views on public service reform in relation to local governance and health and social care. I welcomed the engagement and I am grateful for COSLA's commitment to participating actively in this important work. I would first like to address the request made in your letter for the Scottish Government to outline its proposals for local governance reform. As I indicated to Leaders on 11 September, I want to ensure there is a shared understanding of the challenges we face and the opportunities for reform. To support this, the Deputy First Minister and Cabinet Secretary for Public Service Reform have written to the Convenors of the Social Justice, Housing and Local Government, Public Service Reform, and Finance and Public Administration Committees in the Scottish Parliament sharing an outline of the Government's initial proposal for local governance reform to aid further debate and discussion. As the paper, included for your reference, sets out this is not our final word on the matter, but is instead a starting point for the discussions over the coming months. Turning to the other points raised in your letter, I want to be clear that COSLA will be a key partner throughout this process. That extends beyond the initial three month period of intensive dialogue and reflects our shared commitment, underpinned by the European Charter of Local Self-Government (Incorporation) (Scotland) Act 2026, to working collaboratively to improve outcomes for the people of Scotland. I have welcomed the proactive role COSLA has taken in these discussions to date, and I look forward to continuing engagement with you as this work progresses. We share the view that reform must improve outcomes for people and communities, enhance their experience of public services, strengthen democratic accountability, and support the long-term sustainability of public services. Given the scale of the challenges facing public services, incremental change alone will not be enough. We therefore need an open and constructive dialogue on where powers, responsibilities and decision-making Page 16 of 30
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Scottish Ministers, special advisers and the Permanent Secretary are covered by the terms of the Lobbying (Scotland) Act 2016. See www.lobbying.scot Tha Ministearan na h-Alba, an luchd-comhairleachaidh sònraichte agus an Rùnaire Maireannach fo chumhachan Achd Coiteachaidh (Alba) 2016. Faicibh www.lobbying.scot should best sit at a national, regional and local level. In that context, I would welcome COSLA's views on which functions currently delivered outside local government may benefit from being delivered closer to communities. The Scottish Government remains committed to the principles of local democracy and we will continue to work in a manner consistent with the principles set out in the European Charter of Local Self-Government (Incorporation) (Scotland) Act 2026 which will be commenced on the 15th of October. The requirements set out in the Act provide the framework for the development of any future reform. I also recognise COSLA's desire for clarity regarding the governance, scope and expected outputs of the intensive dialogue period. The purpose of this work is to create the space for a wide-ranging discussion on the future of local governance, informed by evidence, experience, and the perspectives of those who deliver and use our public services. To support this work, political oversight of the dialogue will be provided by the Deputy First Minister and the Cabinet Secretary for Public Service Reform, and they will be engaging closely in overseeing this with the COSLA Presidential Team. We anticipate that the dialogue will comprise of a number of strands, including in-person events with broad participation from the public, community groups, local government, public sector partners, trade unions, the third sector, and other key stakeholders. We place a central importance on ensuring that the public can contribute meaningfully to the discussion, including views on the reform of local governance being sought through digital engagement platforms. Ministers and I will continue to engage across Parliament, as well as with COSLA and Leaders throughout this period. To draw this work to a conclusion, the Deputy First Minister and the Cabinet Secretary for Public Service Reform, and I would welcome the opportunity to reflect on the key themes emerging from the dialogue through a roundtable discussion in November. This would bring together the COSLA Presidential Team, Group Leaders, and if you choose, other local government representatives. My officials will be happy to engage with your officers on the parameters we are setting out with regards to social care, including on the scope of social care and social work for the purpose of the reform dialogue. The Scottish Government is approaching this work with an open mind and no decisions have been taken on specific reform proposals, however I must reiterate that I expect all options to remain on the table, including a single line of funding and accountability involving NHS decision making. I agree that communities must be at the heart of conversations about what local services look like for the future. We have an opportunity to build on the extensive dialogue that we convened with communities through the Democracy Matters process and for reforms to deliver on that joint vision. Local community groups, anchor organisations and individual citizens know best what they need locally and can help us answer critical questions about what the future system should look like, and where decisions should be best taken. Similarly, I share COSLA's view that public service workers should play an active role in shaping future services. The Public Service Reform Strategy recognises that successful workforce transformation depends on strong, open, and constructive partnership working with employers, trade unions and workforces, ensuring engagement, fairness and transparency throughout reform. This approach will be supported through the development of the Workforce Management Framework, which demonstrates we are committed to Page 17 of 30
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Scottish Ministers, special advisers and the Permanent Secretary are covered by the terms of the Lobbying (Scotland) Act 2016. See www.lobbying.scot Tha Ministearan na h-Alba, an luchd-comhairleachaidh sònraichte agus an Rùnaire Maireannach fo chumhachan Achd Coiteachaidh (Alba) 2016. Faicibh www.lobbying.scot ensuring workforce reform is planned and managed consistently across the public sector to deliver on our shared ambition of sustainable, high-quality public services. Finally, I would like to reiterate the assurance I provided at the COSLA Leaders meeting on 11 September that the scheduled local government elections in May 2027 will proceed as planned. Councillors elected in 2027 will serve their full five year terms, regardless of any structural reforms in the interim. I look forward to continuing to work in partnership with you as this work progresses, and to delivering reforms that strengthen public services and improve outcomes for the people and communities we serve. JOHN SWINNEY MSP Page 18 of 30
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1 NATIONAL RENEWAL THROUGH PUBLIC SECTOR REFORM A PROPOSAL FOR REFORM OF LOCAL GOVERNANCE INTRODUCTION The Programme for Government set out a clear necessity for public service reform at the heart of the Government’s ambitions. Our aims for reforms are to rewire the state to help improve the delivery of public services and maximise the efficient use of public spending. The case for change is pressing and urgent, requiring public services that are modern, responsive, and person-centred. Put simply, we want to deliver improved services, rather than simply preserve the existing local governance architecture. As part of our reform ambitions the Government committed to engaging intensively with partners in relation to reform of local governance. Our aim is to find as much common ground as is possible and reach a shared direction before the end of this year about solutions so that we can move from debate to implementation, with early decisions informing the next Scottish Budget. The Government enters this dialogue with an open mind; we do not seek to be prescriptive at this stage. However the Government recognises the need to aid discussions by setting out an initial proposition. There have been extensive discussions about reform and change over recent years, and a number of initiatives led by existing local authorities themselves. Following engagement with representatives of local government in Scotland, we are outlining in this paper the nature of fundamental reform the Government wants to consider in order to support this intensive period of dialogue and help to reach initial conclusions. This paper is intended to be a starting point to facilitate debate and discussion with the objective of establishing a measure of shared agreement about the scale and the broad shape that reform could take. Scotland is fortunate, because of our size, that some priorities are best delivered at a national level; others are best delivered regionally; and some at a level closer to communities. What we must now do is get that balance right, enabling us to deliver more responsive and more effective public services that meet the needs of our people and our communities. The current model of local government has not been reviewed since devolution and the restoration of the Scottish Parliament in 1999. Increasingly our current model of governance creates anomalies and risks inconsistencies in service delivery and, ultimately, outcomes for the people we serve. The Government’s starting point is ensuring that we have the organisational capacity and capability we need at the right levels – strategic and also local – to unleash economic opportunities and achieve the ambitions of communities in all areas of Scotland. This will also mean identifying where resources can be pooled to greatest effect and most efficiently, ensuring that key services and outcomes are delivered consistently well. Page 19 of 30
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2 STRATEGIC REGIONAL AUTHORITIES WITH LOCAL DECISION MAKING The point has been made that the current structure of local government sees some authorities that are either too big to be local or too small to be strategic. That is why the Government believes there is a need for regional authorities, alongside more decentralised community authorities. The Government’s opening proposition for discussion is that our current local government arrangements are replaced with a smaller number (6 to 10) of Regional authorities focussing on strategic decision-making, with a substantial number (120-160) of Community authorities focused on local decision-making. While there may be a general model in most cases, recognising their unique status and needs, our proposition is that this would sit alongside bespoke solutions for island communities. Community authorities would sit within the borders of Regional authorities, with the aim that Community authorities would see ‘burgh / county / town / district / island’ authorities based on identifiable communities. For example, this could include areas such as Kilmarnock in Ayrshire, or Leith in Edinburgh, or Blairgowrie and Rattray in Perthshire, it could be townships, villages or islands. We would propose that councillors would continue to be elected at the current ward level, sitting on both the Community authority and on the associated Regional authority. This would improve local decision-making and enable greater strategic working, without the necessity of a further layer of elections or creating additional tiers of bureaucracy. The same overall Regional administrative or corporate structures would support both Regional and Community authorities. The aim is to have greater subsidiarity with more local decision making but supported by the efficiency of delivery by regional structures. ACHIEVING THE RIGHT BALANCE OF POWERS Existing local government responsibilities do not need to be the full extent of regional functions or local devolution. As part of the Government’s broader commitment to streamline the public sector landscape, there are functions within existing public bodies which could be brought within the regional or local democratic sphere as part of this reform, while acknowledging that every region will have different circumstances. We are keen to hear others’ views about where the best balance of powers and functions lies. In any refreshed model of Regional and Community governance we would want to ensure that the range of functions, powers and duties in each part of the system are coherent, create impact and have the right balance between statutory duties and discretionary powers to enable regions and communities to deliver impact. At a headline level, illustratively, we would propose that Regional authorities would have an enhanced role in regional economic development and business support – to enable them to make decisions and deliver projects that reflect local strengths, opportunities and ambitions. This would include housing, with some functions and responsibility shared with More Homes Scotland; strategic planning, alongside a national Planning Hub; employability support, aligned to economic development and skills with the potential for greater national commissioning and/or coordination; and relevant areas of Transport, including Regional Transport Partnerships and potentially some functions currently with Transport Scotland. Page 20 of 30
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3 Regional authorities would also continue to assure delivery of the many vital core services which people experience daily and which are provided currently by local authorities, including the environmental services such as waste and cleansing; civil defence, resilience and response, shared with national government; provision of regulatory services; and, early learning and education aligning with our 3-18 curriculum, with some elements potentially directed more locally by Community authorities, while supporting empowered headteachers and schools. At a local level in Community authorities, illustratively, functions and decision-making responsibility may include the planning, commissioning and delivery of joined up, community-based support that is person-centred and responsive to local need, including Whole Family Support. Functions for Community authorities would focus on those decisions which are most effectively made closest to their impact, such as householder planning applications, community planning, licensing decisions, as well as management of the historic environment and open space and greenspace, the regeneration of local town centres and the provision and maintenance of local leisure, sport and culture facilities. KEY CONSIDERATIONS The Scottish Government believes this approach would represent a fundamental strengthening of governance arrangements and ensure a much stronger approach to regional economic development, place and infrastructure, while reducing backroom duplication and putting more resources into delivering services for local people. However, as well as ensuring a coherent set of functions, duties and powers, key issues remain which we would want to consider further, including the identification of the right geographical scope for these regions and communities. At its core, this proposal seeks to ensure a clear link between the community and the regional, with mutual benefits each way, but comes with several options and issues to consider, including: • This model will work well for existing, recognised communities at the appropriate scale – but that will not be the reality in every area. It will be important to ensure that people feel a sense of belonging and recognise their area as these are identified. • Regional authorities or dual mandates would bring a significant increase in responsibilities for those Councillors and would prompt serious consideration of the appropriate remuneration and the time commitment expected of the role. • This model must be designed in a way to ensure an interface for greater community participation, building on the strengthened community decision-making arrangements. • There needs to be a statutory obligation on Regional Authorities to devolve appropriate functions to Community Authorities. The scope of functions and design of Island Single Authority Models will be pursued in dialogue with those communities, which may vary by Islands to recognise their unique circumstances as part of any reform process. Page 21 of 30
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4 EMPOWERED LOCAL AREAS AND COMMUNITIES This model will also ensure an improved interface for greater community participation, building on the strengthened community decision-making arrangements. Building on our local empowerment agenda which has included community wealth building, asset transfer and participatory budgeting, we envisage a strengthening of local community level decision making. This model would give local areas through community development corporations, social enterprises and other community groups the tools to articulate their priorities and to build community assets and services, working alongside the community authorities. Democracy Matters community engagement, undertaken jointly with COSLA, has shown a real appetite across Scotland to ensure all of our towns, villages and neighbourhoods have meaningful influence and control over the way public services are designed and run. The programme also highlighted an eagerness to explore new ways of taking those decisions ensuring everyone people can have a say, such as widening the use of citizens' assemblies and participatory budgeting. Ultimately, this approach should mean decisions are taken closer to people where that could improve local outcomes, on the services and functions most appropriate. FUNDING ARRANGEMENTS The Government’s view is that the critical starting point will be to determine and agree the split of responsibility between community, regional, and national. This will inform the level and methods of funding most appropriate. Consideration will then need to be given to how that funding should be distributed, reflecting different local needs, and in turn this will depend on the degree of local and regional revenue raising powers. HEALTH AND SOCIAL CARE Alongside local governance arrangements, the Scottish Government has also committed to using the next three months to engage with local authorities, trades unions, and healthcare and service providers to reach agreement on reform of social care. As an existing responsibility, social care and social work must also be a part of our dialogue on reforming local government. But it also goes beyond this – how we ensure that we improve integrated support for people, and how social care interacts with primary and community health, alongside broader, related, functions such as housing and family support, not just as a standalone service. The current approach to the integration of social care services is not in all circumstances meeting the needs of people and this key question must be answered in the dialogue around reform. Scottish Government’s view is that all options for social care services and social work be considered, taking into account new organisational structures for the NHS and proposals for Regional and Community authorities. Page 22 of 30
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5 NEXT STEPS The Scottish Government will be an active participant in the dialogue over the coming weeks and months, ensuring that we engage broadly with a range of partners, stakeholders and communities. These proposals are set out to encourage discussion and debate and do not represent our final views on these matters, but it does indicate the scale of ambition we are looking for and the ideas we want to explore. The expectation of the Scottish Government is that as dialogue at a strategic level continues, more detailed and specific proposals will be developed for further consideration amongst Parliament, Local Authorities and Communities. Page 23 of 30
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Notice of Question Procedure – Standing Order 51 Council Meeting - Thursday, 1 October 2026 at 4 pm Question Posed by Councillor (1) “Can the Convener of Environment and Climate Change Committee provide an update on the extent and impact of fly-tipping across North Lanarkshire, including the trends experienced over the last three years, and outline the Council's approach to preventing and reducing fly- tipping?” Councillor Sullivan (2) “Can the Leader of the Council provide an update on the implementation and delivery of the training and development programme for Conveners and Vice-Conveners, including progress to date and the arrangements for their continuing training and development?” Councillor Mitchell Item 9 Page 25 of 30
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Committee Cycle Date Item and Title Question Responsible Officer Answer Status Reported to Council Date Audit and Scrutiny Panel Cycle 2 - 2026 25 June 2026 2 - Internal Audit Annual Report and Opinion 2025/26 In relation to point 6 of Appendix 4, can you explain the impact of the proportionality of the review of the process? Councillor Hume Chief Officer (Audit and Risk) Point 6 of Appendix 4 is a recommendation and management response in relation to an action raised during the external quality assurance review undertaken in April 2024. The external examiner considered that the process for reviewing audit files was extensive and potentially disproportionate (or excessive) as working papers were reviewed by the Auditor, Audit Manager and Chief Officer (Audit and Risk). The recommendation therefore required us to look at our review processes. The change in the Audit team structure, which resulted in the deletion of Audit Technician posts, meant that the Auditors now undertake the full audit, including audit testing and this has consequently removed one stage of the review process (Auditors reviewing Audit Technicians’ work). Given that all audit files are still subject to review by the Audit Manager (or in some instances, the Chief Officer or another Auditor), there remains appropriate oversight which is now more proportionate. Complete 01 October 2026 Communities Cycle 3 - 2026 10 August 2026 8 - Community Grants 2025/26: A Comphrehensive Update to Inform the Planned Review Can you confirm what happens to any unallocated fund? (Councillor Smith) Acting Chief Officer (Housing and Communities) / Chief Officer (Finance and Technology) I refer to the question raised at the Communities Committee on 10 August 2026 by Councillor Smith regarding the Community Grants 2025/26 Report relating to what happens to the unallocated funding for these grants. Further discussion led Councillor Smith to ask if there was potential for this funding to be carried forward for reallocation in future years. I can advise that following review this area doesn’t necessarily meet the tests included within our reserves policy which supports the maintenance of reserves to manage risks and service pressures. However, it has been agreed that the Service will undertake an assessment to determine whether additional measures can be implemented to maximise expenditure within the financial year and minimise underspends that would otherwise contribute to reserves Complete 01 October 2026 Communities Cycle 3 - 2026 10 August 2026 16- Active and Creative Communities Usage and Footfall Quarter 1 2025/26 and Quarter 1/2026/27 Can the lease agreement with Antonine Shopping Centre be checked to ascertain what options are open to the Council? (Councillor Smith) Chief Officer (Community Operations) Thank you for raising the issue of the proposed car park closure and the potential human rights implications. I acknowledge and appreciate the concerns of the local residents. Notwithstanding this, I do not believe there is sufficient basis for a human rights challenge. My understanding is that alternative parking remains available for the Tryst. Therefore, the closure of this car park at night would not prevent access to the Tryst or remove parking provision altogether. However, local residents are entitled to take their own independent legal advice if they wish to challenge the car park closure at night. It is common in commercial lease transactions for the tenant to have control over the use of a car park associated with the premises let. This does not mean there has been a failing in drafting of the lease itself and is a position commonly negotiated in leases. The Council are keeping the situation under review. Complete 01 October 2026 Communities Cycle 3 - 2026 10 August 2026 16- Active and Creative Communities Usage and Footfall Quarter 1 2025/26 and Quarter 1/2026/27 Can you ascertain what works are being undertaken and how long the restrictions will last and confirm whether the closure of the car park at 6.30pm is a temporary measure? (Councillor B McCulloch) Chief Officer (Community Operations) The car park is being closed to allow significant works to be carried out. We will keep the position under review as the works progress.. Complete 01 October 2026 Housing Cycle 3 - 2026 19 August 2026 3 - Strategic Housing Investment Plan 2027/28-2031/32 Can you advise of the start date for the 56 units at Coats Street (former Jackson Court), Coatbridge? Councillor McVey Chief Officer (Place) The current programme for Coats Street (former Jackson Court), Coatbridge, indicates construction activities commencing in May 2028. Complete 01 October 2026 Housing Cycle 3 - 2026 19 August 2026 15 - Enterprise and Communities General Debtors Write-Off 2025 Is there a type of recharge that is more likely to be unpaid? Councillor Nolan Chief Officer (Finance and Technology) An analysis of debtor information indicates that the debts most likely to remain outstanding relate to Housing Property services – tenant and property rechargeable repairs. These are charges raised to recover costs incurred by the Council for matters such as lock changes, broken windows, electrical fittings etc. Regardless of the type of debt, the Council applies consistent debt recovery procedures and pursues recovery through reminders, payment arrangements and legal action where appropriate. Debts are only recommended for write off where all reasonable recovery options have been exhausted or where further action would not represent value for money Complete 01 October 2026 Housing Cycle 3 - 2026 19 August 2026 15 - Enterprise and Communities General Debtors Write-Off 2025 Is there an issue with data sharing and in respect of unpaid debt for school meals? Councillor Larson Chief Officer (Community Operations) There is no issues with data sharing. Facility Support Services and colleagues within the Education and Families Service have worked together to produce procedures / guidance for Head Teachers who operate the debt procedures for school meals. My service run reports for HT’s on a weekly basis and letters go out to parents with financial support for those who may require further assistance. Head Teachers also offer referrals to the financial inclusion team for those who require it. Complete 01 October 2026 COMMITTEE QUESTIONS LOG CYCLE 3 2026 Item 10 Page 27 of 30
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Audit and Scrutiny Cycle 3 - 2026 20 August 2026 6 - Investigation: Business Growth Grants Applications Can you provide a further explanation in relation to the third grant within Appendix A, in relation to the difference between that grant, and the other grants detailed at one and two of the table? Councillor Watson Chief Officer (Audit and Risk) The first 2 applications related to IT services only and there were concerns about the entire value of the grants awarded on this basis. The third grant was for a range of different services in addition to the IT element (including joinery, plumbing, electrical work etc). The investigation noted similar concerns with the IT element as with the first 2 applications, but the other services included appeared to be legitimate. The maximum grant award is £50k, but the full cost of the third project was approximately £100k, so it is difficult to determine the proportion of the £50k grant awarded which related specifically to the IT element. Complete 01 October 2026 Audit and Scrutiny Cycle 3 - 2026 20 August 2026 4 - Roads and Infrastructure Maintenance and Improvement Services Contract: Road Network Condition Do you have an analysis of the insurance claims submitted due to damage caused by potholes? Councillor Robinson. Chief Officer (Finance and Technology) The table below summarises pothole damage claims received since the commencement of the current contract up to 26 August 2026. In total there have been 613 claims submitted during this period, of which 120 have been settled or are currently subject to a settlement offer. The total value of claims paid or offered totals £76,169. These figures are at a point in time, with a number of claims still to be concluded. Year No. Claims No. Claims Settled/ Offer Made Value Paid/ Offered£ 2024 225 74 47,164 2025 288 41 27,731 2026* 100 5 1,274 613 120 76,169 *to 26 August 2026 Complete 01 October 2026 Audit and Scrutiny Cycle 3 - 2026 20 August 2026 3 - Housing Performance Update Can a report on the post inspections of void works by contractors be provided? Councillor Hume. Acting Chief Officer (Housing and Communities) Housing carry out 100% of all void properties, however we do not have a report currently available that provides information on the number of Void Post Inspections that fail. Records of void post inspections are recorded on our Housing Service Management System with failures noted in individual property diaries on HSMS. Discussions of trends, issues and individual void properties take place at the weekly liaison meeting, attended by both Housing staff and Mears staff. I discussed this with Alan Clark, Project Delivery Manager, who advised that there is no current evidence of an increase in failed post inspections as part of the void liaison meetings. The Service is currently reviewing the void process and how we progress voids on HSMS, and we will build the reporting on failed void inspections into the new void process. Complete 01 October 2026 Enterprise and Fair Work Cycle 3 - 2026 21 August 2026 6 - Braidhurst Industrial Estate – Contract Variation Can a further breakdown of costs and the lessons learned, in relation to the contract overspend be provided? (Councillor Currie) Chief Officer (Place) Response being worked on and will be sent to Members of the Committee in due course. Will be included within the Committee Questions Log for Cycle 4 2026. Incomplete 01 October 2026 Enterprise and Fair Work Cycle 3 - 2026 21 August 2026 3 - Visitor Levy and Visitor Strategy Update Can the costs of the external consultancy be provided to Members? (Councillor Robinson) Chief Officer (Place) The cost of the tender for external consultancy is £19,200. Complete 01 October 2026 Enterprise and Fair Work Cycle 3 - 2026 21 August 2026 3 - Visitor Levy and Visitor Strategy Update Can details of the initial costs be provided? (Councillor Robinson) Chief Officer (Place) The Improvement Service has advised that estimated onboarding costs for a shared platform would be circa £0.1m, with an ongoing annual charge calculated on a pro‑rata basis according to the scale and composition of the local accommodation sector. The amount charged on an ongoing basis would also be determined by the number of councils using the shared platform. Further detail of platform costs and additional administrative costs will be brought forward in future reports. Complete 01 October 2026 Adult Care and Social Work Cycle 3 - 2026 25 August 2026 5 - Coming Home Implementation What is the process and formula for the distribution of the £20m of funding for distribution between the 32 Local Authorities and how much will be allocated to support people in North Lanarkshire living with complex care needs and disabilities? (Councillor Wilson) Chief Officer (Adult Social Work Services) The £20 million Coming Home Fund is not allocated to the 32 local authorities using a predetermined population-based formula or fixed grant distribution. Instead, the funding is administered by ILF Scotland and is distributed through an application process on behalf of individuals. Priority is given to people recorded on the Dynamic Support Register (DSR) at Red category, which represents the highest priority level. Applications are submitted by local authorities and HSCPs on behalf those eligible, and funding is awarded on a case-by-case basis rather than through an allocation to each local authority, or a maximum award for an individual. The level of funding allocated will be determined by ILF Scotland and will be based on the number of applications made and the level of support or bespoke solutions identified for each person. Complete 01 October 2026 Page 28 of 30
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Adult Care and Social Work Cycle 3 - 2026 25 August 2026 2 - Supporting Resilience across our Communities – Petition raised by Cumbernauld Action for Care of the Elderly (CACE) In relation to the provision of one-off funding of £50,000 to each organisation, mentioned in paragraph 2.6 of the report, how was this sum calculated? (Councillor L Stubbs) Chief Officer (Adult Social Work Services) £50,000 is the maximum permissible amount that we can award through a proposal for funding as non-regulated procurement, as set out in the Best Practice Guide on Public Procurement for Care and Support Services. Both the CACE and ONC Day services offered support to very similar numbers of people (28 and 26 supported people respectively). The same, maximum, award amount was therefore made to both organisations to support transition towards more individualised arrangements for each person that had accessed the Day Service, such as the befriending support option offered by both providers. Complete 01 October 2026 Adult Care and Social Work Cycle 3 - 2026 25 August 2026 2 - Supporting Resilience across our Communities – Petition raised by Cumbernauld Action for Care of the Elderly (CACE) Can you advise of the funding position for Orbiston Day Services? (Councillor McCrory) Chief Officer (Adult Social Work Services) NLC funding for the Day Service ended as of 30th April 2026. ONC have since pursued other funding options, including external funding streams. Funding opportunities through the Community Solutions programme operated by VANL will open up for submissions in the near future, with befriending being one of the options that VANL are particularly keen to support. Complete 01 October 2026 Education, Children and Families Cycle 3 - 2026 01 September 2026 7 - Inclusion Policy into Practice In respect of Diagram 3 (We Aspire Data 2023- 2026), can you provide details of the factors contributing to the significant decrease in the exclusion impact percentage? (Councillor Ballinger) Chief Officer (Education - South) The reduction in the exclusion impact percentage reflected within Diagram 3 is attributable to a combination of strategic, operational, and practice-based improvements implemented across the Council. Whilst not exhaustive, this includes:- The continued development of inclusive practices within schools, supported through the implementation of the Inclusion Policy into Practice framework, enabling schools to better meet the needs of children and young people within their local learning environments. Increased access to targeted supports and staged interventions, allowing concerns to be identified and addressed at an earlier stage before circumstances escalate to behaviours which may previously have resulted in exclusion. The expansion and strengthening of ASN provision, including enhanced provision and targeted supports, which has increased schools' capacity to respond to a broader range of needs. Enhanced professional learning for school staff in areas such as nurture, trauma-informed practice, de-escalation, and restorative approaches, resulting in greater confidence and consistency in managing challenging situations. More robust multi-agency planning and support arrangements involving educational psychology, social work, health services and other partners, ensuring children and young people receive coordinated support. Complete 01 October 2026 Finance and Resources Cycle 3 - 2026 02 September 2026 8 - Annual Data Protection Compliance and Activity Report for Financial Year 2025/26 Can you provide an explanation for the marginal decline in performance against the 24 hour internal reporting target and outline the measures being implemented to improve compliance? (Councillor D Johnston) Data Protection Officer and Legal Manager (Governance and Information) Whilst the 24 hour period is not a statutory timescale, an internal reporting target of 24 hours is in place to act as a key control to ensure effective incident management and compliance with the 72-hour statutory timescale for reporting of personal data breaches to the Information Commissioner’s Office (ICO). Reasons identified by services for delayed reporting include: - • Staff absence and annual leave; • School and public holiday periods; • Delays in recognising or confirming incidents; • Incidents occurring out with core working hours; • Increased workload pressures; and • Lack of familiarity with reporting processes. Measures taken to enhance internal reporting timescales include direct feedback to the relevant services and lessons learned to corporate governance forums such as the Data Management Compliance Group. Complete 01 October 2026 Finance and Resources Cycle 3 - 2026 02 September 2026 14 - Revenue Monitoring Report Council Summary – 1 April 2026 to 19 June 2026 Can you provide the reasons for the under- recovery of parking charge income? (Councillor Robinson) Chief Officer (Finance and Technology) The service has confirmed that the underspend can be attributed to two factors. Firstly, changing driver behaviour which means fewer enforcement notices have been issued. Secondly, staff vacancies mean there are fewer parking enforcement officers issuing notices. It should also be noted that underspends associated with staff vacancies in the parking enforcement team (£0.146m) are projected to exceed the under-recovery of income (£0.059m) by £0.087m during 2026/27 Complete 01 October 2026 Page 29 of 30
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Finance and Resources Cycle 3 - 2026 02 September 2026 11 - Freedom of Information (Scotland) Act 2002 (FOISA) and Environment Information (Scotland) Regulations 2004 (EIRs) – Annual Performance Report 2025/26 Can you provide a comparison of the 1,939 FOI/EIR requests received in 2025/26 against previous years? (Councillor Robinson) Chief Officer (Legal, Democratic and Strategy) The Freedom of Information (Scotland) Act 2002 (FOISA) and the Environmental Information (Scotland) Regulations(EIRs) Annual Performance Report 2025/2026 highlighted the following: “In 2025/26, the Council received 1,939 FOI/EIR requests, comprising 1,444 FOI requests and 495 EIR requests. This represents the highest annual total recorded and continues a sustained upward trend in demand”. The graph below illustrates this long-term upward trend over the period of the last five financial years. Image of Graph within email of 18/9/2026. The data used for the purposes of this trend analysis is recorded by North Lanarkshire Council in accordance with Section 2 of the Scottish Ministers’ Code of Practice on the Discharge of Functions by Scottish Public Authorities under the Freedom of Information (Scotland) Act 2002 and The Environmental Information (Scotland) Regulations 2004 (the “Section 60 Code”). The Scottish Information Commissioner requests that Scottish public authorities provide data on the Freedom of Information (FOI) and Environmental Information (EIR) requests they receive, and how those requests have been responded to. North Lanarkshire Council submits this data to the Scottish Information Commissioner on a quarterly basis, ensuring that it remains accurate, complete and readily accessible. The data submitted by the Council is publicly available through the Scottish Information Commissioner’s Statistics Portal and can be accessed by searching for “North Lanarkshire Council and Licensing Board”. Complete 01 October 2026 Policy and Strategy Cycle 3 - 2026 17 September 2026 8 - Update on the Review of the Council’s Democratic, Committee and Decision- Making Procedures Which local authorities were benchmarked against and were there any examples of their practices included? (Councillor Carragher) Chief Officer (Legal, Democratic and Strategy) / Depute Monioring Officer Response being worked on and will be sent to Members of the Committee in due course. Will be included within the Committee Questions Log for Cycle 4 2026. Incomplete 01 October 2026 Policy and Strategy Cycle 3 - 2026 17 September 2026 8 - Update on the Review of the Council’s Democratic, Committee and Decision- Making Procedures Can you confirm which stakeholders were engaged during the CMIS review? (Councillor Carragher) Chief Officer (Legal, Democratic and Strategy) / Depute Monioring Officer Response being worked on and will be sent to Members of the Committee in due course. Will be included within the Committee Questions Log for Cycle 4 2026. Incomplete 01 October 2026 Policy and Strategy Cycle 3 - 2026 17 September 2026 8 - Update on the Review of the Council’s Democratic, Committee and Decision- Making Procedures Can the guidance noted as referred to within paragraph 1.4 of the report be circulated to Elected Members and uploaded to CMIS? (Councillor Carragher) Chief Officer (Legal, Democratic and Strategy) / Depute Monioring Officer Response being worked on and will be sent to Members of the Committee in due course. Will be included within the Committee Questions Log for Cycle 4 2026. Incomplete 01 October 2026 Policy and Strategy Cycle 3 - 2026 17 September 2026 8 - Update on the Review of the Council’s Democratic, Committee and Decision- Making Procedures Is there any indication how the Council is performing in our ability to scrutinise the administration compared to other local authorises? (Councillor Larson) Chief Officer (Legal, Democratic and Strategy) / Depute Monioring Officer Response being worked on and will be sent to Members of the Committee in due course. Will be included within the Committee Questions Log for Cycle 4 2026. Incomplete 01 October 2026 Policy and Strategy Cycle 3 - 2026 17 September 2026 7 - Revised Community Ownership and Management of Council-Owned Assets Policy Can an indication of the average cost to pursue the Common Good Fund legislation to have it overturned per asset? (Councillor Larson) Acting Deputy Chief Executive Response being worked on and will be sent to Members of the Committee in due course. Will be included within the Committee Questions Log for Cycle 4 2026. Incomplete 01 October 2026 Page 30 of 30