Annual Governance Statement 2025/26

3.1     The Plan for North Lanarkshire, established in 2019, sets out a clear vision - inclusive growth and prosperity for all - to bring equal benefits and a fairer distribution of wealth across communities. 

• The Plan is founded on a place-based ambition, seeking to transform the physical environment of the area, while recognising the wider economic, social, and health benefits this delivers.
• It responds to entrenched and increasingly complex challenges by targeting whole communities at neighbourhood level, addressing issues such as employment, education, skills, economic stability, and housing and health, while reducing fragmentation in service provision.
• Delivery is supported through the Programme of Work, which enables a co-ordinated, integrated and cross-service approach to achieving the council’s priorities.
• The Plan provides a clear strategic narrative that is embedded across the organisation, informing decision-making, policy development, service delivery, corporate governance, and service redesign.

3.2 Prior to the formal establishment of The Plan for North Lanarkshire in 2019, the shared ambition for inclusive growth and prosperity was set out in a committee report approved in September 2018. This outlined a future direction for North Lanarkshire as a place where equal opportunity is provided and individuals are supported at each stage of life. The Plan represents one plan for one place, endorsed by partners across the Community Planning Partnership who committed to this shared ambition from the outset.

3.3 This ambition was informed by an evidence base drawn from an original dataset outlining North Lanarkshire’s demographic, social, and economic profile, which evolved into the 28 health check indicators. While this evidence highlighted strengths such as economic growth, inward investment, employment, and educational attainment, it also identified persistent challenges, including high levels of deprivation and child poverty, and clear areas of inequity and inequality, with some communities not benefiting equally and experiencing continued social exclusion.

• Since The Plan was established, 28 health check indicators have collectively provided a robust, consistent, and independent way for understanding the area and tracking change over time. The latest trends were instrumental in subsequently informing the development of a new five-year Programme of Work for 2023-28, with a greater focus on sustaining economic progress while targeting improvements in social conditions and outcomes.
• While the post-pandemic period has brought a degree of operational stability, recovery has significantly reshaped the context within which The Plan for North Lanarkshire is delivered. Ongoing national fiscal and policy pressures, the public sector reform agenda, and continued constraints within the local government settlement have intensified demand and complexity, while impacting the council’s ability to sustain services and deliver capital investment. 
• In response, a new five-year Programme of Work to 2028 was approved in March 2023, supported by a single integrated one council Delivery Plan. This was reframed within the context set out above to ensure that the persistent scale of deprivation - particularly within the hardest-to-reach communities - is addressed through targeted and co-ordinated policy interventions focused on tackling entrenched and emerging trends. 

3.4 As the delivery vehicle for The Plan for North Lanarkshire, the Programme of Work provides a clear roadmap for activity across the council, helping to stabilise strategic direction in an increasingly complex and uncertain environment, while enabling flexibility in the delivery of interconnected programmes, projects, and activities. 

• A regular review process ensures the Programme of Work remains current, relevant, and deliverable, enabling priorities to adapt to respond to changing local and national contexts and supporting a cohesive approach to delivery. 
• As reported to the Policy and Strategy Committee in March 2025, while around half of the 28 health check indicators had improved over the lifetime of The Plan for North Lanarkshire, many deep-rooted and inter-generational challenges persist, and economic growth remains uneven across the area. This contributes to a fragile position, vulnerable to wider economic and environmental factors.
• Against this backdrop, a midpoint review of the Programme of Work 2023-28, was undertaken during 2025/26.  This assessed whether the programme remains current, relevant, and deliverable and identified opportunities to accelerate progress and drive transformational change across North Lanarkshire. This reinforced the need for a stronger one council approach, maximising collective impact and supporting delivery at pace.
• As reported in March 2026, the review identified significant financial, demographic, and demand pressures - alongside increasing complexity across key service areas - highlighting the need for a more integrated, prioritised, and council-wide approach to service redesign and transformation. 
• The outcome from the Programme of Work review and next steps was reported in June 2026 This refocuses the existing Programme of Work and integrates six new strategic deliverables designed to drive more ambitious, high-impact, and cross-cutting transformation at scale. It builds on progress to date, sustaining momentum in a challenging environment, and supporting the next phase of transformation (and service redesign) with enhanced clarity and purpose to accelerate meaningful change and improve the lives of people across North Lanarkshire.  The June 2026 report also outlined the next steps to refresh the existing Programme of Work Delivery Plan, formalise the supporting governance arrangements, and progress the service redesign programme.

3.5 The Programme of Work is underpinned by a governance framework that defines roles, responsibilities, and reporting arrangements, ensuring alignment across all relevant corporate controls and assurance processes.  As part of this framework, six-monthly Programme of Work progress reports have continued during 2025/26 to support the Policy and Strategy Committee in maintaining its strategic oversight role - in relation to the “development, co-ordination, and monitoring of The Plan for North Lanarkshire” and keeping under review such “programmes as the Committee considers necessary to achieve the council’s long-term aims and objectives” - in line with the Scheme of Administration. 

3.6 Programme of Work achievements to date (reported to the Policy and Strategy Committee in March 2026) highlight developments that are key to creating the economic, social, and community conditions that enable local people and communities (and the place that is North Lanarkshire) to thrive.  Recent highlights include the following: 

• The highest ever breastfeeding rates recorded for North Lanarkshire show 53.3% of babies being breastfeed at the first review (10-14 days old) and 35.6% at the 6-8 week review. Over 900 organisations have joined the Breastfeeding Friendly Scotland scheme, helping normalise and support breastfeeding and giving every baby the best start in life. 
• Major progress on new community hubs with Orbiston’s main building now operational, and four additional hubs on track for delivery by the end of 2026. 
• £1.4m National Lottery Heritage Funding secured to restore and redevelop Airdrie Library, strengthening connections between communities and their heritage. Work will include enhancing the display of existing museum collections, improving accessibility, and helping visitors deepen their understanding of Airdrie’s history. 
• Completion of the phase 1 towers reprovisioning programme (1,550 flats), with demolitions progressing to make way for new modern homes and 47% of phase 2 properties now empty. 
• The new supply programme delivery increasing to 2,588 to further support the regeneration of local communities and town centres, create jobs, and boost the local economy. 
• A new vocational hub at Our Lady’s High School in Motherwell, offering practical skills, industry-recognised qualifications, and enhanced support for young people, including those with additional needs or care experience. 
• The DataVita - CoreWeave announcement positioning North Lanarkshire as a potential UK leader in the data and digital economy, establishing one of the world’s most advanced AI sites within a newly designated UK AI Growth Zone. 
• Continued strong economic performance, with Gross Value Added up 12.5%, business numbers rising to 8,515, and significant growth in the construction and retail sectors.
• Significant housing improvements, including 278 new energy-efficient council homes, 293 under construction, and 92 purchased to support housing need and prevent homelessness. 
• Over £59m investment in upgrading existing homes and installing more than 6,000 energy-efficiency measures. 
• Ongoing community engagement to shape key strategies and programmes of work, including consultation on the new draft Local Transport Strategy to improve connectivity, enhance accessibility, and create a more efficient and inclusive transport network for residents and visitors, and the draft Open Space Strategy which sets out how parks, play areas, and green spaces will be protected, improved, and developed for the future. 
• A positive Best Value audit report, with the Accounts Commission recognising the council’s bold vision, strong partnerships, and focused Programme of Work which is delivering real improvements for people and communities - noting this is underpinned by sound financial and performance management, and meaningful community engagement. 

3.7 The report in March 2026 also sets out next steps developments, which include: 

• Delivery of four new community hubs - St Kevin's Community Hub in Coatbridge, Gartcosh Community Hub in the Northern Corridor, St Stephens Community Hub in Coatbridge, and Chryston High extension and early years creation in the Northern Corridor - all due for completion by the end of 2026. 
• The proposed £8.2billion investment through the DataVita - CoreWeave announcement, subject to planning permission, which could create up to 3,400 direct jobs and potentially as many as 7,000 jobs in the wider area. With a £543m community fund, the plans have the potential to secure significant long-term value and benefits for local people, communities, and the future prosperity of North Lanarkshire. 
• Redevelopment work on Airdrie Library with structural and accessibility improvements, a new observatory platform, expanded spaces, and enhanced museum displays. 
• Next stage progress on the phase 2 towers reprovisioning programme, with the first demolitions scheduled to take place in the spring of 2027. 
• Next steps following the planning application submitted for the East Airdrie Link Road to provide a north-south route through the region that will improve connections, journey times, air quality, and links to the wider Glasgow City Region. 
• Publication of the council’s 10-year Business and Industry Strategy alongside new investment as more businesses establish or expand their operations in North Lanarkshire.
• Implementation of the 2026-28 Local Housing Strategy, which sets out the long-term ambitions for sustainable and inclusive housing and communities.

3.8 These achievements are further supported by the council’s commitment made in 2022, and reiterated in 2026, through North Lanarkshire’s Path to Net Zero (2045).  Approved at Committee in April 2026 (link), this plan replaces the previous Climate Plan ACT2030 and provides the strategic framework for reducing emissions from the council’s asset base, recognising that buildings, fleet, and infrastructure are the main contributors. The approach is embedded within the Corporate Asset Management Plan and Strategic Capital Investment Programme, with a focus on energy efficiency, heat decarbonisation, low‑carbon standards for new assets, retrofit of existing buildings, estate rationalisation, and reuse. Progress is managed through thematic carbon budgets and regular review, ensuring asset planning and investment decisions support the long‑term sustainability and resilience of the council’s estate.

3.9The transformation of North Lanarkshire continues to be enabled by consistent decision-making through the Policy and Strategy Committee and the wider committee structure.  Their support has allowed the Programme of Work to progress at pace while maintaining the council’s financial sustainability.  Decisions are consistently underpinned by various Committee approvals aligned to the Programme of Work reporting schedule, supporting both the one place, one plan, one council approach and the effective use of resources.  This includes:

• Medium-Term Financial Plan 2027/28 to 2031/32 - June 2026.
• Strategic Capital Investment Programme for 2024/25 to 2028/29 - March 2026.
• Community Investment Fund - December 2025.
• One Workforce Plan - December 2025.
• Corporate Asset Management Plan 2026-31 - May 2026.
• Leadership and Operating Model - June 2026.

3.10 Sitting alongside the Programme of Work as a key component of the council’s strategic planning framework is the Strategic Policy Framework. This sets out the hierarchy of strategies, policies and plans that support delivery of the vision in The Plan for North Lanarkshire, ensuring a clear link between strategy and delivery and enabling a co-ordinated approach to identifying the resources and ways of working required to achieve the long-term objectives. It also provides a structured approach to the formulation, development, implementation, monitoring, and review of strategies, policies, and plans in a consistent and transparent manner across the council.

• A supporting review programme ensures that all strategies, policies, and plans remain up to date, are reviewed at appropriate intervals, and are reported through the relevant committee structure. A guidance document underpins this process and supports effective development, monitoring, and stakeholder engagement.
• An improvement introduced during 2024/25 involved a light-touch assessment of all strategies, policies, and plans updated during the year to confirm compliance with the Strategic Policy Framework guidance. The findings were reported to the Audit and Scrutiny Panel in October 2024 and supported delivery of a Best Value improvement action identified by Audit Scotland, specifically to strengthen engagement with Elected Members in the strategic planning process.
• The annual position statement reported to the Audit and Scrutiny Panel in November 2025 provided a further update on continued compliance in this respect and highlighted good practice in ensuring openness and stakeholder engagement in relation to strategies and policies updated during 2025 (e.g. the Community Safety Strategy and Eat Well, Be Well Policy).

Improvements to be implemented - 2026/27

The annual position statement reported to the Panel in November 2025 recognised alignment in policy decision-making in relation to the review in respect of the council’s democratic, committee, and decision-making governance procedures.   A phased approach to this review was approved by the Policy and Strategy Committee in September 2025, and the supporting guidance for the Strategic Policy Framework - which sets out roles and responsibilities in relation to strategies, policies, and plans - will be updated as necessary in line with the outcome from this review. 

3.11 Key to evaluating the success of The Plan for North Lanarkshire and assessing delivery of the Programme of Work (while ensuring each stage of delivery towards achieving the overall vision is appropriately aligned, planned, guided, implemented, monitored, and governed) are six inter-related corporate frameworks that aim to maintain a corporate one council approach across the organisation:

• Strategic Policy Framework.
• Strategic Governance Framework.
• Strategic Performance Framework.
• Strategic Self-Evaluation Framework.
• Project Management Framework.
• Framework for Demonstrating Improved Outcomes for Communities.

3.12 To ensure these frameworks remain aligned to The Plan for North Lanarkshire and Programme of Work, all are on a regular review and refresh programme.  This also helps the council to ensure it is proactive in responding to social, economic, and environmental trends and changes in legislation and governance, as well as the broad range of national policy changes and new developments.  Updates in respect of these frameworks are captured in the Strategic Governance Framework review programme each year and a summary is provided below. 

3.12.1  Strategic Self-Evaluation Framework

A single strategy for improvement is delivered through the Strategic Self-Evaluation Framework.  This was initially endorsed by the Corporate Management Team in July 2021 and approved by the Audit and Scrutiny Panel in September 2021, with subsequent updates reported thereafter. 

• Aligned to the seven themes in the national Best Value guidance, the council’s Strategic Self-Evaluation Framework is supported by a rolling review programme that provides a clear, evidence-based mechanism for assessing council functions and activities and identifying areas for improvement.  This approach ensures the council continues to (a) demonstrate Best Value in line with the duty to secure continuous improvement, and (b) undertake self-evaluation in a way that meaningfully informs, and adds value to, delivery of The Plan for North Lanarkshire.
• Improvements in October 2022 introduced a corporate approach to Options Appraisal to strengthen assurance in decision-making and service efficiency, effectiveness, and value for money, while ensuring that decisions remain consistent with the strategic direction for the council, as set out in The Plan for North Lanarkshire.
• Further improvements in February 2024 ensured continued alignment with the national Best Value thematic audit approach and reinforced the need for ongoing compliance, including the continued use of self-evaluation as a key tool to identify areas for improvement.

Improvements to be implemented - 2026/27

Launched in 2026, work to embed a National Self Evaluation Framework across all 32 councils in Scotland is being led by the Improvement Service, supported by Solace. The Framework aims to (a) provide a national approach to support councils in assessing and improving performance, impact, leadership, and governance, (b) establish a baseline of evidence and inquiry to demonstrate robust self-evaluation, and (c) set out how the framework should be applied within an annual cycle.

The council is actively engaged in this work and will use the outcomes of the national pilot activity to inform any changes required to its Strategic Self-Evaluation Framework. This will ensure alignment with national standards, while maintaining a locally tailored approach that continues to demonstrate Best Value in practice and support delivery of The Plan for North Lanarkshire.

3.12.2  Strategic Self-Evaluation Framework - review programme

Since the Strategic Self-Evaluation Framework and rolling Review Programme were formally established, 13 self-evaluation exercises have been undertaken. A summary of each has been included in previous year’s Annual Governance Statements, and an annual monitoring process is in place to track progress in implementing the improvement actions arising from these exercises. 

The 13 self-evaluation exercises identified areas for improvement, which have been captured in supporting improvement plans. In general, these actions have focused on strengthening existing arrangements, rather than addressing any significant issues in terms of effectiveness.

Improvements arising from Self-Evaluation exercises - 2025/26

• A follow up self-evaluation of the Audit and Scrutiny Panel in 2025/26 confirmed it remains effective in discharging its role, building on the initial 2023 review. Findings were reported to the Audit and Scrutiny Panel in August 2025 with the Panel being given the opportunity to identify further developments and next steps actions required to inform the improvement plan. No developments or actions were identified.
• A 2025 follow up self-assessment found the council compliant with the CIPFA Financial Management Code, with a 99.6% positive rating across all 17 standards - up from 98% in 2022 - and no areas of disagreement. The review confirmed no non-compliance issues.  Improvements identified were focused on further strengthening existing arrangements in three of the CIPFA FM Code principles. 5 of the 6 improvement actions were implemented during 2025/26, with one in relation to a review and update to the finance e-learning training module scheduled to be undertaken by June 2027.
• A self-evaluation undertaken in 2026 assessed how well the council demonstrates Best Value in asset management. It found that overall performance is strong, with around 76% positive responses, reflecting a well-established strategic framework aligned to corporate priorities, robust governance and leadership arrangements, and an evolving approach to working with communities and partners. It also identified scope to strengthen areas such as strategic alignment and affordability (including whole-life cost planning), corporate oversight and reporting consistency, and approaches to community engagement and asset transfer. 10 improvement actions have therefore been developed across these areas for implementation during 2026/27.

3.12.3 Project Management Framework

Following an extensive review, the council’s Project Management Framework was refreshed and re-launched in December 2022. The followed recommendations arising from Internal Audit on the governance of capital projects and managing strategic change but was also considered necessary in light of the changes in the council’s operating environment since the introduction of the Model in 2018. 

• The review found a need for a clearer, more consistent corporate approach, while retaining flexibility to suit different project types. The updated Framework therefore provides structured guidance on project planning, governance, reporting, and delivery, ensuring that appropriate roles, controls, and assurance arrangements are in place. It allows Senior Responsible Officers and Project Managers to apply proportionate methods that best achieve project outcomes and benefits in terms of cost, time, and quality, in line with the principles of good project management and good governance. It recognises that project management is becoming increasingly embedded within day to day operations and is now a common feature of many roles across the organisation.

Project Management Framework improvements implemented

• 2023: Rolled out a corporate Project Management training programme following a successful pilot, with participation identified by Chief Officers and supported by ongoing resources and guidance.
• 2024: Enhancements made to the Project Management Framework to incorporate feedback from the training, reinforce the mandatory requirement for post project evaluations to be undertaken, introduce the gateway check process (in line with the Invest in North Lanarkshire programme of work), strengthen early consideration of Data Protection Impact Assessments, and improve alignment between project management and change management to support delivery of the Programme of Work.
• 2026: Further enhancements to the Framework following the biennial review process to strengthen the approach to benefits realisation (including defining, capturing, and reporting benefits) and reinforce the importance of lessons learned and post project evaluation. Improvements also reflect streamlined requirements relating to risk management and its supporting documentation, alongside refinements to improve readability, usability, and overall effectiveness, ensuring the Framework remains clear, practical, and proportionate for users. Changes also include strengthened alignment with the council’s Portfolio approach, ensuring clearer linkage to the council’s Programme of Work and its supporting governance and delivery arrangements.
• Ongoing: Continued delivery of the training programme, supported by consistently positive feedback, refresher sessions, and ongoing support through 1:1 sessions and online resources.

 As reported to the Audit and Scrutiny Panel in February 2024, quality assurance arrangements have been established and aligned to the governance supporting the Programme of Work to ensure the council can demonstrate compliance with the Project Management Framework. Following implementation of the quality assurance review programme, an overview of the results and findings from the baseline assessment was reported to the Audit and Scrutiny Panel in February 2025. This advised areas for improvement identified through the review were being progressed through improvement plans developed for each respective Chief Officer. 

• Implementation of these improvement plans during 2025 has been assessed through business as usual arrangements already in place to ensure ongoing maintenance, tracking, and monitoring. As the review programme is a rolling programme, the improvement plans have remained as live documents which are reviewed and updated quarterly.
• In addition, a check is completed prior to the annual quality assurance report scheduled to be submitted to the Audit and Scrutiny Panel in cycle 1 each year to ensure that plans and monitoring processes remain fit for purpose. The latest report in March 2026 continues to enable oversight and scrutiny by the Audit and Scrutiny Panel and demonstrates improvement in compliance from the previous year through a RAG rating.

3.12.4 Strategic Performance Framework

The Strategic Performance Framework comprises performance measures at three levels, collectively providing a comprehensive overview of performance and its impact on improving services and outcomes for the people and communities of North Lanarkshire. It enables regular monitoring, reporting, assessment, and scrutiny of both day-to-day activities and progress towards achieving the long-term vision set out in The Plan for North Lanarkshire.

• The Strategic Performance Framework is supported by a Performance Reporting Schedule, setting out arrangements for performance monitoring, review, and scrutiny purposes with a defined reporting cycle and non-negotiable standards assessment criteria. 
• During 2025/26:
  • Information regarding items on the Performance Reporting Schedule (i.e. Chief Officers six-monthly performance reviews at service committees and service specific reporting to meet business and/or statutory obligations) was made available to the Audit and Scrutiny Panel through quarterly performance assurance reports in order to support the Panel’s scrutiny and strategic oversight role.
  • An update to the Performance Reporting Schedule was reported to the Audit and Scrutiny Panel in August 2025.  This included integration of the requirements of the updated Accounts Commission Statutory Performance Information Direction for 2025/26 to 2027/28 to ensure ongoing alignment between the Direction and the Strategic Performance Framework.
  • An annual update to the 28 health check indicators continues to be reported to the Policy and Strategy Committee, with the most recent in March 2026. 
  • The suite of health check indicators continues to play an important role in informing the council’s strategic planning process through the Programme of Work to 2028. This continues with a quarterly review of Programme of Work delivery at the Corporate Management Team along with a six-monthly progress report to the Policy and Strategy Committee (the latest of which was in March 2026).
  • A total of 49 performance reports were produced in line with the Performance Reporting Schedule. While a small number were delivered outwith the scheduled cycle, clear and appropriate explanations were provided, with revised reporting timelines agreed. It is recognised that, as the Schedule is set annually at a single point in time, changes in national requirements or local priorities may necessitate adjustments to reporting arrangements during the year.
  • Chief Officers’ six-monthly reports followed the standard Strategic Performance Framework template, providing a consistent approach to setting out the current operating context, highlighting areas of strong performance, identifying areas requiring improvement with supporting analysis and remedial actions, and demonstrating that improvement actions had been implemented to achieve the desired outcomes and close the loop.
  • Reporting of Local Government Benchmarking Framework (LGBF) measures continues to be integrated within the Strategic Performance Framework alongside broader performance indicators across each Chief Officer’s area of responsibility, ensuring a comprehensive view of performance. The council’s website hosts the Improvement Service’s LGBF dashboard, launched in 2023, which provides access to up-to-date data and comparisons with other local authorities and the national average. Use of this dashboard is signposted within performance reports to service committees.
  • Previously, the extent of the action undertaken by each audience when reviewing and scrutinising the performance information before them has been varied. The ask of the audience reading the report is referenced in performance reports to service committees. 
  • In line with the Local Authority Model Complaints Handling Procedure which defines the two-stage process the council is required to implement when handling all complaints received, regular complaints performance reports are produced to fulfil governance required. The latest complaints performance report was presented to the Audit and Scrutiny Panel in November 2025 and is available publicly through the website.

Strategic Performance Framework improvements implemented

As noted in a report considered by the Audit and Scrutiny Panel in August 2025, a key aspect of the Accounts Commission’s Statutory  Performance Information Direction is public performance reporting. To demonstrate compliance, processes are already in place that includes service specific annual performance reports (as highlighted to the Panel through the quarterly assurance review reports), a dedicated performance section on the council’s website, and regular news articles and updates on delivery and performance of the Programme of Work which are reported to the public through the council’s website following each committee cycle. 

Following recommendations identified through recent Best Value thematic audits, further work was undertaken during 2025/26 to review and re-develop the approach to public performance reporting to enhance the public’s ability to determine how the council is performing and ensure that reporting of progress against the 28 health check indicators is more accessible to the public. A new landing page is now in place that combines information in respect of strategic planning, delivery, and performance within the one area.  This includes a section on assessments and comparisons that show how the council compares and where improvements are needed.

The new web portal includes a change to the way the 28 health check indicators are depicted, to adopt a less technical approach and present the information in a clearer and more meaningful way, with focused sections as noted below:

• What this means - this provides a brief description of what is being measured, ensuring the indicator is clearly defined and can be consistently understood. 
• Why this matters - this explains why measuring this indicator is important, particularly in demonstrating progress towards achieving inclusive growth and prosperity for all as set out in The Plan for North Lanarkshire.
• Latest performance - this includes a table showing baseline data for The Plan for North Lanarkshire, supported by graphs with longer-term time series data (where available). These visuals illustrate trends over time, as well as the position before, during, and after the pandemic. Where national data sources recalibrate their historical data at each publication, the Appendix reflects the most recent data.   The table also provides Scotland-level figures and benchmarks showing the comparative average for similar councils (where available and relevant).
• How North Lanarkshire has performed - this provides narrative that summarises the latest results, incorporating supplementary measures, commentary, and analysis, to support interpretation within the North Lanarkshire context.  This also reflects changes compared to the baseline position for The Plan for North Lanarkshire which was established using the most up-to-date data available at the time when it was approved and monitoring began.
• Impact of delivering The Plan for North Lanarkshire - this highlights how changes in an indicator’s results over the lifetime of The Plan for North Lanarkshire can be interpreted alongside delivery activity, offering insight into potential impact and the wider economic, social, educational, and health trends shaping the lives of the people and communities of North Lanarkshire.

This change is reflected both through a dedicated section and also in the annual update report to committee.