Agenda Document Pack - Communities Committee - 28/04/2025
North Lanarkshire Council · 28 April 2025
Back to Communities Committee — 28 April 2025 and its agenda
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15 April 2025 Members of the Communities Committee Chief Executive’s Office Rachel Blair Chief Officer (Legal & Democratic) Civic Centre, Windmillhill Street, Motherwell ML1 1AB www.northlanarkshire.gov.uk Notice is given that a Meeting of the Communities Committee is to be held in the Council Chamber, Civic Centre, Windmillhill Street, Motherwell, ML1 1AB on Monday, 28 April 2025 at 10:00 AM which you are requested to attend. The agenda of business is attached. Rachel Blair Chief Officer (Legal & Democratic) Members : Clerk Name: Karen Swan Clerk Telephone: 07919 730272 Clerk Email: committee@northlan.gov.uk G Woods, P Patton, A Ballinger, C Barclay, A Beveridge, B Burgess, A Bustard, D Crichton, K Duffy, F Fotheringham, K Harmon, M Hughes, J Jones, J Keltie, A Khan, M McBride, B McCluskey, B McCulloch, P McDade, L Mitchell, L Nolan, N Shevlin, A Smith, J Toner, C Williams. Page 1 of 186
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Agenda 1 Declarations of Interest In Terms of the Ethical Standards In Public Life Etc. (Scotland) Act 2000 2 Community Board Local Development Programme Submit report by the Chief Officer (Strategic Communications and Engagement) providing an update on progress with the Community Board Local Development Programme projects and seeking approval for new potential projects as proposed by local community groups. 5 - 62 3 Community Boards and Partnership Communications Strategy Submit report by the Chief Officer (Strategic Communications and Engagement) providing an update on key progress linked to supporting the development of the Community Boards model. 63 - 76 4 Community Ownership and Management of Assets: Application from Palm Church for the Asset Transfer of Rochsoles Community Centre Submit report by Chief Officer (Strategic Communications and Engagement) seeking approval of the Community Asset Transfer request from Palm Church to purchase Rochsoles Community Centre. 77 - 96 5 Community Ownership and Management of Assets : Application from Chapelhall Community Development Group for the Asset Transfer of the Land at Chapelhall Senior Citizens Centre Submit report by Chief Officer (Strategic Communications and Engagement) seeking approval of the Community Asset Transfer request from Chapelhall Community Development Group to purchase the land which currently sites the former Chapelhall Senior Citizens Centre, Lauchhope Street, Chapelhall 97 - 116 6 Community Ownership and Management of Assets: Application from Deaf Services Lanarkshire for the Asset Transfer of Shawhead Community Centre Submit report by Chief Officer (Strategic Communications and Engagement) seeking approval of the Community Asset Transfer request from Deaf Services Lanarkshire for the transfer of Shawhead Community Centre, Berwick Street, Coatbridge 117 - 138 Page 3 of 186
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7 Community Ownership and Management of Assets: Application from North Lanarkshire Muslim Women's Family Alliance (NLMWFA) for Transfer of Land at Langloan Street, Coatbridge Submit report by Chief Officer (Strategic Communications and Engagement) providing details of a Community Asset Transfer request made by North Lanarkshire Muslim Women Family Alliance relating to land at Langloan Street, Coatbridge 139 - 160 8 Application from Airdrie Harriers for Transfer of Land at Langloan, Coatbridge Submit report by Chief Officer (Strategic Communications and Engagement) providing details of a Community Asset Transfer request relating to land at Langloan Street, Coatbridge 161 - 176 9 Brighter Futures – Volunteer NL Update and Progress April 2025 Submit report by the Chief Officer (Community Operations) providing an update on the Volunteer NL project and outlining future planned actions as a key theme under the Brighter Futures programme of work. 177 - 186 EXCLUSION OF PUBLIC The Sub-Committee is asked to consider passing the following resolution: "That under Section 50A(4) of the Local Government (Scotland) Act 1973, the public be excluded from the meeting for the following item of business on the grounds that it involves the likely disclosure of exempt information as defined in paragraph 8 of Part 1 of Schedule 7A of the Act". 10 Cumbernauld Theatre Trust - Future Operating Model and Service Level Agreement 25-26 Submit report by the Chief Officer (Community Operations) outlining the future operating model proposed by CTT and proposed next steps. Page 4 of 186
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref SP/MC Date 28/04/25 Community Board Local Development Programme From Stephen Penman, Chief Officer (Strategic Communication and Engagement) E-mail Penmanste@northlan.gov.uk Costellom@northlan.gov.uk Telephone 07725 289559 Executive Summary This report provides an update on progress with the Community Board Local Development Programme (LDP) projects previously approved by committee. In addition, the report seeks in-principal approval for new potential projects as proposed by local community groups. Recommendations It is recommended that the Communities Committee: (1) Recognises progress with the current project portfolio and approve projects which have potential for delivery in future financial years depending on availability of budget and community support (Appendix 1). (2) Recognises the capital budget allocated to the LDP for each Community Board area in the new capital programme from 2024/25 onwards. (Appendix 2). (3) Acknowledges the examples of completed project case studies (Appendix 3) (4) Recognises the delivery of play area projects for 2023/24 (Appendix 4). (5) Approves amendments to existing projects and further project proposals and project criteria. (6) Acknowledges current challenges faced in achieving delivery of the Local Development Programme; The Plan for North Lanarkshire Priority All priorities Ambition statement (20) Improve the involvement of communities in the decisions, and development of services and supports, that affect them Programme of Work All Programmes of Work Item 2 Page 5 of 186
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1. Background 1.1 The Policy and Strategy committee agreed, in March 2019, that all projects from 2019/20 onwards, recommended by Community Matters partnerships (now replaced by Community Boards) should be subject to agreement by the former Youth, Equalities and Empowerment Committee before proceeding beyond the in-principle/ conceptual stage. Further approvals are now sought through the Communities Committee as required. 1.2 The current capital programme was reviewed and a new capital programme for 2024/25 to 2028/29 was agreed by Council in March 2024. The LDP has secured funding for the new five-year plan totalling £10.369 million. The allocation of funding includes a new capital allocation to support the Community Asset Transfer (CAT) process. A total amount of £2.3 million from the LDP has been allocated to support CAT over the five- year budget period. This funding will be augmented by £670,000 from the Shared Prosperity Fund to provide a £3 million fund to support CAT over the next five years. 1.3 The indicative allocation of LDP funding by Community Board area is set out in the table in Appendix 2 of this report. The level of funding shown for each Community Board area excludes the CAT element of £2.3 million, which will be allocated via the process approved by the Policy and Strategy Committee in June 2024. 1.4 Appendix 2 shows the allocation of LDP by Community Board area over the five years of the capital plan. The allocation for each Board area is a calculation based on population size and deprivation. The population percentages are drawn from the National Records for Scotland 2020 mid-year estimates and the 2020 Scottish Index of Multiple Deprivation (SIMD). 85% is allocated based on population, while 15% of the LDP budget is allocated based on deprivation. The 15% figure is drawn from the proportion of people who were “income deprived” in the 2020 SIMD. 1.5 Appendix 3 of the report contains case studies of a recently completed LDP projects, the Brownsburn park path project in Airdrie, the Baird’s Avenue play area project in Bellshill and the Welcome Wall project in Wishaw. The purpose of the case studies is to provide elected members with greater insight into how LDP projects are developed and delivered, from initial proposals through to the completion of the project. All future LDP reports to Committee will include LDP project case studies. 1.6 One of the key priorities for the LDP is the delivery of upgraded and new play facilities across all nine Community Board areas. Appendix 4 illustrates the progress made on the current round of play area projects. All twenty four play areas in the programme were completed by December 2024. A new programme is under development. 1.7 The amount allocated to each area reflects a reduction of up to 10% which will be earmarked for delivery and other associated costs in relation to agreed projects, this will include technical support, tendering processes, design and project management and administration. Page 6 of 186
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2. Report Criteria for Local Development Programme 2.1 To be eligible for inclusion in the Community Board Local Development Programme, projects must meet the priorities of the Local Outcome Improvement Plan and substantially subscribe to previously agreed criteria. The following are examples of some of the key criteria: • link to LOIP priorities • be publicly visible and accessible. • come from community groups or individual. • improve community safety. • benefit a large number of people. • improve the appearance of an area. • maximise the use of alternative sources of funding. • be a capital projects on council owned land. All Local Development Programme proposal forms should indicate which, if any, of the Local Outcome Improvement Plan priorities the project supports. Where the project does not align with identified priorities, evidence must be provided to show how the project will support improved local outcomes. 2.2 Project Progress Information on current and potential future projects is contained within Appendix 1.The figures in Appendix 1 are notional/indicative potential project costs and no budget has been allocated to specific projects. The Community Board Local Development Programme highlights the council’s commitment to community led neighbourhood regeneration. Prioritisation work has been undertaken taking account of the allocated budgets and criteria to schedule project delivery of the current holding over the five-year budget cycle. These priorities may change as projects develop and clearer costs become available. Where feasibility checks have identified that the project is not viable, the recommendation within Appendix 1 is to delete such projects from the list moving forward. 2.3 Projects Seeking Approval Table 1 provides a summary of the LDP projects seeking committee approval in this cycle. In total, three projects from three Community Board areas, Bellshill, Cumbernauld and Motherwell, are seeking Committee approval. Page 7 of 186
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Table 1. Projects seeking approval from this cycle of Community Boards Community Board Area Project Name Project Description Project Potential Cost Additional external or partner funding available Additiona l Notes Bellshill Ella Gardens Mossend Parking Additional parking spaces from house 9-23 TBC Proposal form received. Design spec. under developm ent Cumbernauld Gap Site Hoardings Main Street Cumbernauld Design of the hoardings to include historical information and images of the Village £6,000 approx. Proposal form received. Hoardings to be replaced. Projects team undertakin g feasibility checks. Motherwell Tommy Gemmell Statue A statue commemorating footballer Tommy Gemmell in his hometown of Craigneuk Seeking Approval £75,000 external funding for the statue Statue funded by communit y organisati on. Site visit undertake n; layout spec being developed . LDP programme and financial position 2.4 Graph 1 below sets out LDP project spend by Community Board areas for financial year 2024/25, from 1 April 2024 to 13 March 2025. The data shown on the chart illustrates the actual spend on the ledger at this date. 2.5 The total expenditure to date is £1,657,3221. This is the total spend for the LDP programme, which includes council capital funding for the programme, including carry forward from financial year 2023/24, and, where relevant, Scottish Government Play Area Renewal Funding and developer contributions. These funding sources are dedicated to the funding of play areas and Multi Use Games Areas (MUGAs). Page 8 of 186
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2.6 Graph 1. LDP Programme Expenditure by Board Area 2024/25 2.7 The graph illustrates project spend by board area in the current financial year, as of 13th March 2025, based on payments made by the LDP project team. It should be noted that there is a considerable variation in expenditure across the Community Board areas. This reflects, to a large extent, the type of project that has been completed in each area since the start of the financial year and the relative size of each Community Board area. For example, Airdrie, Bellshill, and Northern Corridor show a high level of spend. Bellshill and Northern Corridor Community Board areas have had large MUGA projects installed this year, and Airdrie has recently completed two play areas. Wishaw has also recently seen the completion of a large play area refurbishment at King George V Park. 2.8 As more projects complete over the remainder of the year, project expenditure by Board area will show less variation than presently. 2.9 Graph 2 below shows the breakdown of LDP projects by development stages for financial year 2024/25. It shows the scale of the LDP programme, in terms of the number of projects that have been approved (potential) and are in progress, a total of 90, and the number that are under development (39) and seeking approval (3). This is a very large number of projects, fully detailed in Appendix 1, and indicates the high level of demand for LDP projects from the Community Board areas of North Lanarkshire. Graph 2 also illustrates that 55 projects have been completed, as of early March 2025, with more in the pipeline to be completed by the end of the financial year. 293,223.00 273,160.00 89,456.00 132,305.00 75,999.52 154,478.00 264,672.00 28,890.00 345,028.00 Airdrie Bellshill Coatbridge Cumbernauld Kilsyth Motherwell Northern Corridor Shotts Wishaw LDP Programme Expenditure by Board Area Page 9 of 186
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2.10 Graph 2. Number of LDP projects by development stage 2024-25 2.11 Further detail at a Community Board level is provided in Graph 3. This illustrates the number of projects at each development stage by Community Board area. Graph 3 shows more detailed information on the status of projects for each Community Board area. As with the information included in each of the graphs, this will be updated for each future report. 2.12 Graph 3. LDP projects by development stage by Community Board area 2024/25 39 3 46 90 55 Under Development Seeking Approval Removed Projects Potential / In Progress Completed Projects Counts across LDP Page 10 of 186
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3. Measures of success 3.1 Projects delivered within agreed timescales taking into account all relevant factors and budgetary considerations. 3.2 Local communities are involved from the earliest stage in the development of project designs and delivery and are generally satisfied with the outcome. 3.3 People in communities whose voices are seldom heard are engaged in putting forward/influencing projects within their community. 3.4 The governance role of the Community Boards is consolidated in terms of project development, approvals, and monitoring processes. 4. Supporting documentation 4.1 Appendix 1 Community Board Local Development Programme 2023/24 onwards 4.2 Appendix 2 Budget Information 4.3 Appendix 3 Your community asked, we delivered: LDP project case study, Brownsburn Park Path projects in Airdrie, Baird’s Avenue play area project in Bellshill and the Welcome Wall project in Wishaw. 4.4 Appendix 4 Play Area Development List 2023/24 Stephen Penman Chief Officer (Strategic Communication and Engagement) Page 11 of 186
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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? Each of the projects in the attached Appendices, if deemed appropriate for delivery and where budget is available is supported through funding available via the Community Board Local Development Programme capital allocation. Consideration will also be given to maximising external and other partner contributions where possible. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ Page 12 of 186
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5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☒ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Several of the projects will have a positive effect on the local environment, contributing to safer areas to play and addressing issues traffic congestion in specific areas. 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The LDP is discussed widely with community groups and local consultation will be communicated as required. In conjunction with local communities, a communications approach will ensure that projects are promoted positively. 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? There are no significant financial risks which have been identified at this stage in the financial year, however this will continue to be closely monitored. Some projects may not proceed as a result of e.g., community consultation or site investigations and outstanding budgets will be re-allocated to other projects which will be reported to a future Community Board. It should be acknowledged that there are nationwide challenges in relation to supply of materials and there is also an impact on material costs leading to potentially higher contract costs which could impact on delivery of projects. 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 Page 13 of 186
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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). Information is provided regarding upgraded and new play areas across North Lanarkshire. If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☒ Page 14 of 186
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Appendix 1 Airdrie Project Name Project Description Progress Budget Notes Holehills Kickabout Area New Play Area Under Development TBC Potential to resurface the MUGA with polymeric surface, currently liaising with education, could be delivered by roads infrastructure Framework Lost Villages Heritage Project Under Development TBC Feasibility checks & consultation to be done. CPO to discuss with Plains local community group about taking forward memorial project Airdrie Boulevard of Lights Replace trees and lights Potential/ In progress £10,000 Consultation undertaken with Friends of the Park Group. Several trees to be removed and replaced and new lighting installed. Tree lost in Storm Eowyn. Flowerhill Car Park Lighting Install lighting and improve drainage and surfacing in Flowerhill Car Park Potential/ in progress £10,000. Roads Service instructed design work to be undertaken. Will go to infrastructure framework. Ballochney Road Plains Path installation Surfacing Potential/ In progress £20,000 Surfacing: Path installation. Feasibility check completed. Consultation to be completed, to go to infrastructure framework BMX Pump Track, Funding to support regenerating of the facilities or Potential/ In progress £150,000 Design spec. completed Under Procurement Page 15 of 186
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build a new pump track. Pump Track - Play Calderbank Welcome Road Sign Welcome Sign Potential/ In progress £3,000 A site has been identified, north of Brownsburn park- Several design specs to be created. Caldercruix Heritage Project Heritage Project Potential/ In progress £42,944 Site open- May 2024. Panels currently being prepared and created. Caldercruix Play Area Caldercruix Play Area Upgrade Potential/ In progress £100,000 Design spec and consultation completed. Under Procurement Chapelhall/ Bellside Road Parking Surfacing Potential/ In progress £40,000 Design spec to be completed and be delivered via the infrastructure framework. Community Partnership Initiatives Potential/ In progress £10,000 Community Safety CCTV CCTV installations Potential/ In progress £25,000 CCTV Request submitted Queens Crescent, Chapelhall. CCTV Request submitted for Luing, Petersburn re fly tipping due to be installed. Potential CCTV coverage for Calderbank pitch. Craigneuk Play Area, Calderigg place, Play Area Potential/ In progress £92,646 Works completed Sept. 2024. Official opening in Spring 25. Milton Court Social Place Seating Area Potential/ In progress £8,000 Further discussions with Tenants and Residents Association Page 16 of 186
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Petersburn Main Play Area Renew existent play area and concentrate all play provisions in one play area Potential/ In progress £100,000 Design spec and consultation completed Under Procurement. Toddlers Play Area, Varnsdorf way Toddlers Play Area Potential/ In progress £50,000 Timescale FY 25- 26 Site visit completed approved February 2025. Consultation underway. Caldercruix Wheeled Sport Area Wheeled sports area Potential/ In progress £50,000 No progression currently. West end/ Centenary Park New Interpretation boards Potential/ In progress £15,000 Boards designed and delivered. Installed in March 2025. Whinhall Allotments The installation of new path, raised beds and associated ground works Completed £40,000 Work completed March 2025. Brownsburn Park, path network Upgrade to Paths Completed £45,000 Completed Sept. 24 Gartleahill Play Area Play Area Completed £99,908. Project completed autumn 2024. Official opening in Spring 2025. Crowwood Road, Calderbank Parking Removed £15000 Removed due to presence of trees and on a corner Glen Road, Petersburn Parking Removed £15000 Removed after feasibility checks Page 17 of 186
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Bellshill Project Name Project Description Progress Budget Notes Upgrade Holytown Play Area Upgrade the Holytown play area due to concerns about access to the play area and the condition of the play area. Under Development TBC Proposal Received: Jan 2025, Site to be reviewed by LDP team. Ella Gardens Mossend Parking Additional parking spaces from house 9-23 Seeking Endorsement TBC Proposal form received. Design spec. under development. Juniper Place Parking Viewpark Additional parking spaces In progress/ Potential £15,000 Feasibility checks are positive. Timescale FY 25- 26 Checks to confirm extent of project. Alder Bank Parking Viewpark Additional parking spaces In progress/ Potential £15,000 Timescale FY 25- 26. Site visit completed; services check completed Feasibility checks are positive, creating spaces opposite to the road. Design spec. completed March Checks to confirm extent of project. McCracken Drive Parking Viewpark Additional parking spaces In progress/ Potential £15,000 Design spec. completed March. Will be delivered by the new Roads infrastructure framework. Belvidere Crescent Parking Bellshill Additional parking spaces In progress/ Potential £15,000 Design spec. completed in March 2025. Will be delivered by the new Roads Page 18 of 186
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infrastructure framework. Clay Crescent Muga & Play Area Renewal The area distinctly lacks sufficient open space public sports facilities. Utilising existing red ash paved football pitch which is a health and safety concern for causing injuries. In progress/ Potential £160,000 Timescale FY 25- 26 Design spec. completed, benches and bike rack to be added. Sycamore Ave, Viewpark Community Garden To create community garden or dog walking area In progress/ Potential £25,000 Timescale FY 2025-26. Subject to Community Asset Transfer (CAT) inquiry. Design and development paused for outcome of CAT. Main Street, Holytown Community Garden Community Garden In progress/ Potential £25,000 Ideas from residents for design and development received. Project team to meet with contractor re estimated completion, expectation that Project will complete in Mid- April 2025. Community Safety CCTV Additional CCTV in locality in conjunction with community safety partners In progress/ Potential £25,000 FY 2024-25. Holytown CCTV: Proposal received from Environmental group. Two sites for installation found. Installation in April 2025. Page 19 of 186
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Community Partnership initiatives In progress/ Potential £10,000 Funding to support partnership initiatives. Bellshill Gateway- community Garden Bellshill Gateway- community Garden In progress/ Potential £25,000 Works started January 2025, due to complete April 2025. Liberty Road, Parking Bellshill Additional parking spaces In progress/ Potential £30,000 Consultation carried out & residents updated. Site for parking will be in South of Junction, design spec completed March 25. Easter Wood Crescent Parking Viewpark Additional parking spaces In progress/ Potential £2,000 Lining can help to create 30 spaces approx. On site consultation received positive reviews, project progressing as part of the Roads Infrastructure framework. Viewpark Gardens Office Cabin The proposed project involves the installation of a portable cabin on site, which can help to create a multi- purpose space which can benefit the community. Completed £20,000 Project funded in March 2025. Laburnum Rd footbridge and environment Viewpark To repair side panels of an existing footbridge. Addressing litter and fly tipping issues Completed £10,000 Repairs completed February 2025. Crowflat View, Viewpark Car parking project Completed £10,209 Works completed. Napier Square (north side), Car Parking Completed £15,804 Works completed. Page 20 of 186
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Bellshill - car park project Rosevale Crescent MUGA Potential MUGA facility Completed £130,000 Completed July 24 and open to use. Footpath works completed mid Oct 24. Official opening in December 2024. Holytown Main Street fencing hoarding/fencing Completed £15,000 Installed and completed end of Nov 24. Baird’s Ave, Play area Play facilities improvement Project Upgrading play equipment in an existing play area Completed £99,578 Completed, Official opening December 2024. Telford Street Parking Bellshill Additional parking spaces Removed £15,000 LDP project proposal submitted. Location to be confirmed. Project not moving forward. Windsor Road Parking Additional parking spaces Removed £30,000 Site visit completed. Project outwith scope of LDP. Hamilton Place Play Area (Quarry Street Play Area) New play area development Removed £130,000 Timescale FY 25- 26. LDP Project Proposal submitted. Site visit completed. Removed due to site proximity to housing. Redwood Crescent, Viewpark Community Garden Project to create a community greenspace. Removed £30,000 Paused for further investigation re CAT. Original proposer withdrew proposal. Project not progressing. Page 21 of 186
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Lilac Crescent Parking Car Parking Removed £17500 Project removed following consultation with residents. Douglas Street, Viewpark Car parking Removed £18,000 Feasibility checks indicated project not viable due to presence of streetlights and services. Coatbridge Project Name Project Details Progress Budget Notes Bargeddie MUGA Development of Bargeddie MUGA Under Development £90,000 Proposal received Nov 24. Reviewed by Projects team Consultation closed mid-February. Kirkwood Tenants & Residents Community Garden Install Community Garden Under Development TBC Ongoing discussion on site for Community Garden. Lomond Road Townhead Parking Bays Potential creation of parking bays on grass island to alleviate congestion on access road. Under Development TBC Negative feasibility based on site, further issues with service checks. May be removed. Cliftonville & Coatdyke Community Garden Under Development LDP (£6,000) + additional external funding (£3,000) Proposal form to be finalised. Greenend Play Area Full refurb. Add to wheeled sports provision, extra play equipment Potential/ In progress £100,000 + £50,000 Request from T&R Org. Feasibility checks completed. Consultation underway. On site consultation complete. Projects team handing extension Page 22 of 186
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to wheel sports area. design spec completed. Whifflet Park Additional Swing Bay Environmental Improvement Potential/ In progress £0 Additional swing bay Bargeddie Play Area Play Area upgrade Potential/ In progress £100,000 Consultation has been completed. Designs specs completed. Under procurement. Greenend Wheeled Sports Area Development of Greenend Wheeled Sports Area Potential/ In progress £50,000 Proposal Received 11 Nov 24 Community Safety – CCTV Additional CCTV in locality in conjunction with Community Safety Partners Potential/ In progress £25000 Kelso Quadrant Community space, Create a useable community space on currently unused waste ground to rear of properties Potential/ In progress £10,000 Design workshop completed, site drawing in progress, initial clear & cut back completed. Project team to have a meeting with supplier to assess costs and specs Shining Stars Outdoor Learning Space Project Utilise space at rear of building to create secure learning and performance space for ASN theatre school Potential/ In progress £10,000 - costs may increase to £20,000 Completed initial site clearance, meeting to discuss designs and costs - may require an increase in budget to be completed. Langloan Community Space Reclaiming community spaces in Langloan. Goal Posts, roll bars & seating area. Potential/ In progress £5,000 Goalposts received. Awaiting delivery of roll bars. installation on Roll Bars to be completed. Page 23 of 186
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Benches are installed. Willson Street/ Calder Street lining bays Mark out parking bays to encourage considerate parking from neighbours Potential/ In progress TBC Project team to working with contractor completed in April 2025. Secret Garden (friends of Dunbeth Park Community Garden) Partnership with Friends of Dunbeth Park Potential/ In progress TBC Meeting on costs and details concluded at the end of February 25, including costs for installation of gate mechanism. Community Partnership Initiatives Potential/ In progress £10000 Carnbroe Welcome Signage & Heritage panels Signage on Roundabouts welcome & safe driving & heritage panels to safely screen mine cap in community garden Completed £10,000 Installation confirmed mid- February 2025. Greenwood Crescent Community Garden Community Garden Completed £5000 + £5000 matched resource from Housing Project completed December 2024. Cumberland place and sharp avenue Parking, Parking Removed TBC Project removed due to negative feasibility checks. Shawhead Recreation Space Play Area Removed New Supply Project to progress under New Supply as part of Dunnotar Avenue project – like for like replacement of recreation space. Page 24 of 186
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Cumbernauld Project Name Project Details Progress Budget Notes Lime Crescent, Abronhill Parking Under Development TBC Site visit completed awaiting confirmation from roads May be delivered by the new infrastructure team Kildrum Welcome Signage Three metal signs to be installed saying “Welcome to Kildrum,” similar to the “Welcome to Seafar” signs recently installed. Under Development TBC Feasibility checks to be arranged Springfield Road Car Parking Additional car parking at Springfield Road in Cumbernauld Village, in the vicinity of 56- 78, 80-98 and 100-114 Springfield Road. Under Development TBC Feasibility still being checked, may not be possible due to change of level Roadside Cumbernauld Village Car Parking Additional car parking by extending the current car park at Roadside in Cumbernauld Village, at the junction of Roadside, Baronhill, Carrick Road, and The Auld Road. The car park could potentially be extended onto the landscaping to the north- west. Under Development TBC Feasibility checks to be arranged Kildrum Entrance Feature Entrance wall feature to be constructed. Is requested that Under Development TBC Feasibility checks to be arranged Feasibility checks to be arranged Page 25 of 186
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this be able to accommodate the metal house shields which came off the exterior of the former Cumbernauld High School buildings before demolition. The shields are being retained locally for re- use and are available to view on request. Cumbernauld New Town Heritage Signage Refurbish and reinstate original Cumbernauld New Town signage, to designs by town artist Brian Miller Under Development TBC Location of sign to be discussed for areas more beneficial than the current location decided, could be recreated as public art. Allanfauld Road Seafar Play Area Install a new play area at Allanfauld Road, Seafar, Cumbernauld Under Development TBC Proposal form received. Timescale FY 25- 26 Gap Site Hoardings Main Street Cumbernauld Design of the hoardings to include historical information and images of the Village Seeking approval £6,000 approx. Proposal form received. Hoardings to be replaced. Projects team undertaking feasibility checks. Afton Road, Parking Parking In progress/Potential £15,000 Potential for two additional parking bays by changing orientation. (Presence of trees) To be part of Council Infrastructure Framework Design completed Ready to go out for tender Page 26 of 186
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Birch Road, (Abronhill) Parking In progress/Potential £25000 Potential for ten parking bays. Will be delivered by new infrastructure framework Handrails, Kildrum (2 Areas) Pathway Handrails for two areas In progress/Potential £10000 Installed at the end of March 25. Community Notice boards, Kildrum (3) Community Notice Boards In progress/Potential £7500 Installed at the end of March 25. Netherwood Place, Parking In progress/Potential £15,906 Trees to be relocated and replanted. Issues with disabled bays. Redesign necessary. Possible removal of project. Cumbernauld Peace Garden Memory Walk Memory Walk In progress/Potential £10,000 Engaged with contractor to identify better site and awaiting design layout. Completed initial site visit for connecting path to memorial walk. Another group to be found that will take over maintenance – meeting took place in February with group. Page 27 of 186
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Eastfield Play Area Playpark In progress/Potential £100,000 Balloch site identified, proposal submitted by local community. School Children Consultation completed. Specs completed, Under procurement. Melrose Road, Greenfaulds Parking Improvements In progress/Potential £10,833 Lining installed at beginning of March 25 Community Partnership Initiatives Funding to support community partnership initiatives In progress/Potential £10,000 CCTV CCTV In progress/Potential £25,000 FY 2024-25: Burns Road CCTV installation - Removed Carbrain Gully issues with litter being thrown over fence which is not caught on camera due to bushes - Installed & Operational Clouden/Ellisland Rowan Road Cumbernauld Heritage Project, Kildrum Heritage Project Completed £4,900 Completed Oct 24 Official opening on 12 Nov 24. Millcroft road, South Carbrain Play Area Upgrade Completed £80,000 (Scottish Government money) Project completed May 2024. Braehead Road, Kildrum Play Area Upgrade Completed £50,000 (Scottish government money) Works completed end of March 2024, however additional drainage issues identified and completed July 24 Watch us grow, Environmental Improvements Completed £10000 Project complete Oct 24 Page 28 of 186
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Glencairn Road Boulder removal and extra parking spaces Environmental & Parking Completed Approx £2k Completed Oct 24 as part of Braehead Play Area project Ellisland Road, Kildrum Parking Parking Removed 0 Feasibility checks undertaken. Additional parking not feasible Darroch Way, Seafar Parking Removed £15000 Feasibility checks undertaken; removal due to presence of water pipe underground. Pine Court Car Parking Additional car parking in Pine Court in the Abronhill area of Cumbernauld, by extending the parking provision on the right-hand side of the street when entering from Pine Road. Removed TBC Removed due to existent disabled parking Inchwood Road, Westfield Parking Removed 0 Project removed due to presence of trees and services. Ben Venue Eastfield Parking Parking Removed £8941.50 Project identified not viable due to presence of other services (Gas etc.) Mossywood Court, Westfield Parking Parking Removed £12,000 Potential for four spaces. Not viable because of trees Kilsyth Project Name Project Details Progress Budget Notes Kilsyth Old Peoples Welfare Committee – centre renovations Contribution towards improvements works at Old Library (Burngreen) Under Development TBC Organisation seeking third party funding support for essential building and facility improvements. Proposal will Page 29 of 186
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require to be updated Bogside Park lighting project Install path lighting along the main stretch from the Main Road to St Patricks Primary School Under Development TBC Hillside Park replacement playpark remove old equipment and move the park to a more central point but close to the original sight Under Development TBC Initial draft proposal received early February 25. Connecting Kilsyth Pathway Project Clean Up and Signage pathway project clean up and signage Under Development TBC Initial phase proposed for the Dumbreck Marsh to Lidl supermarket area. Culzium park, play park clean up and some new equipment Under Development TBC Proposal to be developed. Signages for Kilsyth Sign posts and notice boards creation & installations Under Development TBC Proposal to be developed. CCTV In progress/Potential £10,000 Barlandfauld CCTV completed: £14k Argyll Place Parking Additional parking spaces required In progress/Potential £15,000 To be progressed in 2024-25. To be part of Newlay's Programme of Work. To be completed by end of the financial year. Banton Parking Parking bays In progress/Potential £12,552 Issues with street lighting & location, hence timescale changed to FY 25- 26. Further Feasibility checks, identify no longer feasible in current location Consultation to be carried out on alternative location. Rennie Road Play Park Replace Play Area In progress/Potential Est £80,000 Community Group (Tenants and Residents) now established. Page 30 of 186
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Site visit completed & location confirmed. Proposal received. Utilising Natural Play Consultation completed; positive responses received re design spec. Community Partnership Initiatives Funding to support partnership initiatives In progress/Potential £1,500 Bogside Park Play Park Upgrade Completed £15,000+ £50,000 Scottish Government Project completed October 2024 Croy Community Hub, community garden Outdoor Community Space (Garden) Removed £15,000 Timescale FY2024-25. Costings to be determined and community engagement required. Following Community Consultation, project no longer progressing. Motherwell Project Name Project Details Status Budget Notes Rail bridge Project, Craigneuk Working with the community to develop a rail bridge art project, which will include the potential for improvement works on Glencairn Road Under Development TBC Early stages, scoping of project required. No proposal form received to date. Awaiting feedback from proposer. Tommy Gemmell Statue A statue commemorating footballer Tommy Gemmell in his Seeking Approval £75,000 external funding Statue funded by community organisation. Site visit undertaken; layout spec being developed. Page 31 of 186
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hometown of Craigneuk Duchess Park Renewal of Equipment Replace old equipment in Duchess Park Under Development TBC Proposal still to be received. Community Partnership Initiatives Funding to support community partnership initiatives Potential/ In progress £10,000 Community Safety CCTV Additional CCTV in locality in conjunction with Community Safety Partners Potential/ In progress £25,000 Potential CCTV for issues in Muirhouse: Antisocial Behaviour 9.5K, needs 2 CCTV Muirhouse: More community evidence needing to be gathered, deployable camera reports to be collected. Duchess Park, Hamilton Road New Notice boards/signage Potential/ In progress £5,829 Signage delivered and installed at the end of March 2025. Fife Drive, Forgewood play park improvement and expansion Replace missing equipment and consider adding some more play equipment to improve the park Potential/ In progress £80,000 Consultation completed with positive results. Ready for procurement. Newarthill Tree Lighting Project Community Council want to light up five trees next to the welcome to Newarthill entrance feature Potential/ In progress £15,000 Meter installed, work to be completed by end of April 2025. George St Park, constructing walking path LDP form received from the group regarding constructing a walking Path round the park, with bench, Trim trail, and a bog garden etc Potential/ In progress Indicative £80K Site visit completed, Layout options to be produced. design spec to be completed. Coursington Crescent Parking Additional parking Potential/ In progress £15,000 Site visit and scope checks completed. Potential for ten spaces. To be delivered through Page 32 of 186
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roads infrastructure framework. Lighting on pathway at dog park, welfare park, Newarthill Lighting project Potential/ In progress TBC Issues identified re different surfacing, ground may need resurfaced. Ground works costs to be assessed. Jerviston Play Area Replacement Play Area replacement Potential/ In progress TBC (SG) Timescale FY 25-26. Site visit undertaken; consultation underway. Outdoor Gym, Glenmore Rd- Lomond Walk, Newarthill Development of an outdoor gym for community use Potential/ In progress £40,000 Proposal form received from Community Action Newarthill. Location confirmed, feasibility checks are positive. Consultation to be arranged. Craigneuk Living Christmas Trees To have a living Christmas tree erected at the war memorial in Craigneuk instead of a yearly Christmas tree. Completed £1,400 or £750 for half Project completed. Wittagreen Crescent Play Park Replace play park Removed Proposal form submitted. Project removed following feasibility checks. Newarthill Glenburn Ave. Parking Parking Removed Additional fibre cabling installed on site, no longer feasible to proceed with the project. Northern Corridor Project Name Project Description Progress Budget Notes Pivot Centre Noticeboard To provide a noticeboard on site near the Pivot Centre, Moodiesburn to enable local community groups to publicise community events Under Development £3,500 funded internally by NLC Community Facilities Team Page 33 of 186
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and highlight activities and services provided in the Moodiesburn area. Moodiesburn Outdoor Gym Establish an outdoor gym facility Potential/ In progress £20,000 Proposal form signed by Moodiesburn Community Action. Location updated: Pivot Community Centre, Glenmanor Drive. Feasibility and service checks complete; and agreed with community. Ready for procurement. Lochside Play Area, Gartcosh Refurbish Play Area Potential/ In progress £10,000 + £80,000 (SG Funding) £8000 -> drainage issues (Developer's contribution) Drainage and groundworks completed in late Jan 25. Official opening Feb 25. Page 34 of 186
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Auchinloch Community Council Outdoor gym Establish outdoor gym facility in Auchinloch Potential/ In progress £20,000 Project identified through Auchinloch Community Action Plan. Feasibility checks on potential sites completed. Ready for procurement. Noticeboard at Pivot Centre Moodiesburn, Notice board to be ordered and delivered for Community group Potential/ In progress £2,000 Notice board to be ordered. Path Improvement works at Strathkelvin Railway Path, Moodiesburn The project would involve improvement works at the path area at Strathkelvin Railway Path, Moodiesburn (next to the Bow Wow Right of Way entrance). Works would involve scraping back shrubs and bushes Potential/ In progress £10,000 Proposal received. Positive on Feasibility checks Feasibility has been carried out Frankfield Road, Cardowan ash area project To provide a new whin dust gravel surface on the ash area next to Cardowan Multi- Use Games Area (MUGA) facility, at Frankfield Road, Cardowan. A new surface would support improved delivery of bike hub activities by Cardowan Community Hub. Potential/ In progress £10,000 Proposal received. Site visit & feasibility checks completed. Timescale FY25-26. Page 35 of 186
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Moodiesburn Play Area Create play area at top end of Moodiesburn Potential/ In progress £75K Identified by Moodiesburn Community Action Group consultation. Consultation with schools and community completed April 2024. Proposed site approved for use. Site visit completed by Project Team, Ready for procurement. Cardowan Community Meadow Outdoor Gym Establish outdoor gym facility in Cardowan. Potential/ In progress £20,000 Project identified through Cardowan Community Action Plan. Feasibility checks on potential sites completed. Ready for procurement. Moodiesburn Christmas Tree Project Erect permanent Christmas Tree in Moodiesburn. Potential/ In progress £3,000 CPT and Streetscene to carry out further feasibility check on potential sites (Pivot CC). Project may be carried out as part of Council Christmas Trees in villages initiative (TBC). Timescale FY 25-26 Service checks Page 36 of 186
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to be carried out as ground conditions are critical. CCTV Community Safety Additional CCTV in the locality in conjunction with community safety partners Potential/ In progress £15,000 Community Partnership Initiatives Funding to support community partnership initiatives Potential/ In progress £3,000 Dunalistair Drive Play Area, Millerston Replace Play Area Completed £164,891 Official opening date Friday 13th December 24 Kelvin Drive, Moodiesburn Wheeled sports facility Wheeled sports area Completed £20,000 + £133,000 Works completed, May 2024. Additional works completed mid- December 24 Frankfield Road, Cardowan MUGA Cardowan MUGA (Multi Use Games Area) project Completed £107,291.52 Works completed July 2024 Official Opening January 2025 Page 37 of 186
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Shotts Project Name Project Details Progress Budget Notes Allanton sports pitch 5 a side goal posts Allanton sports pitch 2 x 5 a side goal posts Under Development TBC Early stages future new housing development was agreed at committee. Proposal form received. location to be sourced, consultation required Hirst Gardens Parking Installation of parking bays Under Development TBC indicative 2,000 Proposal form received. Awaiting feasibility checks. Waiting on feedback from roads on lining Shotts Leisure Centre Outdoor Gym Outdoor Gym Under Development £30000 New venue possible, potential of new heritage project to align with multigym May be removed due to progressing to a more strategic heritage project in the future - will be removed if no progress by Spring 25 Eastfield Harthill future play park improvements To improve play provision in the local community: Renew items of equipment to improve play provision Under Development TBC (Potential of using SG funding) Proposal form sent 22/1/25 To note in the very near future work will begin on a 4G pitch and infrastructure within Hawthorn Page 38 of 186
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Drive Harthill which is funded through separate council capital allocation. Site visit completed. Site requires a full renewal. Shottskirk Road Shotts Car Parking Improvements To improve accessibility and car parking locally Under Development Indicative 20,000 Proposal form submitted. Feasibility checks in progress. Alexander Peden PS Harthill Community access to play and greenspace opportunities. Project to install fencing and installing gate Under Development TBC Projects to respond to forward planning team - follow up required on levelling the site Stane Gardens, Additional benches Request for additional benches at Stane Gardens Potential/ In progress £3000 Site visit undertaken and benches ordered. Nevis Place Parking Installation of parking bays and lining of parking area in existent area Potential/ In progress £1000 Awaiting confirmation from Roads service to complete project. Community Partnership Initiatives Funding to support community partnership initiatives Potential/ In progress £2000 Approved at Communities Committee. Ts housing Stane Corner Manse Road defining park bays and directional signage improvement to be undertaken along with a Potential/ In progress £10000 Signage installed New car park sign installed. Directional signage on main road to be installed. Bays Page 39 of 186
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community awareness campaign to promote car park usage to be lined on flagstones. Arts /community awareness project to be delivered by Spotlight Shotts. Sourcing location Community Safety CCTV Additional CCTV in the locality in conjunction with community safety partners Potential/ In progress £25,000 Programme of camera upgrades and new installations undertaken including support towards a deployable CCTV trailer. None so far Salsburgh Community Council - Solar Lighting Solar lighting & pathways at outdoor community space to aide community safety Potential/ In progress £5000 Project Team met with Contractor CC have confirmed project. Muldron Terrace, Parking Development of parking bays to reduce congestion Completed £10302.87 Main build completed but lining and top dressing to be finalised. Completed May 24 Salsburgh Feature Lighting LDP Project to install lighting on entrance features and war memorial Completed £10000 Lighting feature completed January 2025. Hartwood Play Area upgrade Funding to support local organisation with play area refurbishment Completed £15,000 LDP for year 3 + £70,000 EKF external funding sourced by Draining issue resolved and site is now fully complete. Page 40 of 186
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organisatio n Torbothie Rd Shotts Parking Creation Of Off-Street Parking on Torbothie Road (176-180) to alleviate local issues. Completed £12900 Completed June 24 Lochaber Road Parking Parking project Completed £28314.25 Completed May 2024 Laggan Path Parking Parking Project Removed £10000 Feasibility checks completed. Not feasible at current site due to size restrictions. Erskine Way Shotts Parking Improvements To increase the number of spaces available for local household vehicles. Removed Removed due to the presence of electricity and gas services at the location which hinders progress. In addition, proposal site is not in Council ownership. Belmont Drive Parking Installation of parking bays Removed Project not feasible due to recently installed and nearby parking. Salsburgh Community Council Wider improvement programme for King George V Park Wider improvement programme for King George V Park Removed Service cannot fund so unlikely to move forward. Project removed Convenanter Road Harthill Parking and accessibility improvements Installation of parking bays Removed TBC Removal due to presence of water services, out of LDP scope. Page 41 of 186
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Summerhill Place, Parking Allanton Parking project at Allanton Removed £20000 Project unviable due to underground water and electricity systems. This and the loss of existing parking spaces and the cost of excavation works make the project unviable. Salsburgh Community Council - commemorative Commemorativ e Railway Hutch Removed £15000 Timescale FY 25/26. Delivery dependent on budget and feasibility. Site visit completed. Community Council looking at other options and this is not a priority at present. Hartwood mobile CCTV initiative Issues raised on August 24 community board about ongoing damage and vandalism that is occurring in and around home farm which is empty but still has equipment within it. Removed TBC Following discussion, the mobile cameras would be utilized for land that is privately owned and is not within the scope for the use of the equipment hence project removed Harthill Environmental Improvements This potential LDP project supported by local people will look at furthering the Removed TBC Awaiting contact from community members for initial discussion and site visit. Page 42 of 186
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scope of the environmental improvements being delivered by NLC Housing that could be delivered through the LDP budget. Removed due to no further progression from local community. Wishaw Project Name Project Details Status Budget Notes Cleland Parking Lack of parking at Crossgates Ave, Crosshill Dr & Fraser St Under Development TBC Indicative - 20,000 Project idea raised by local community – Site visit completed. Further checks required. Proposal submitted. Service checks completed, locations to be agreed. Extension of Wishawhill Pumptrack: Socialtrack Project Environmental & Woodland improvements around Wishawhill Woods including further development of pump track/cycling facilities Under Development Third Party Contribution TBC + Potential of up to £100,000 funding from Sports Scotland Facilities Fund Idea being developed in partnership with Social Track and Green Action Trust. CPO contacted Greenspace - may be removed due to no further progression. LDP asked to give a contribution towards costs, proposal still to be created Draft of Proposal form completed. Overtown solar lighting on pathway Built in Solar Lighting on pathway Under Development Third Party Contribution TBC + Potential of up to £100,000 funding from Sports Scotland LDP Proposal currently being worked with local organisation. Arrange site visit and check feasibility as well as durability Drawings received from contractor; Projects team to commit further Page 43 of 186
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Facilities Fund. investigating No further progression Cleland Christmas Trees NLC funding of 50% costs towards community Christmas trees in Cleland in partnership with Cleland community council Potential/ In progress £1000 Proposal form signed. NLC funding of 50% costs towards community Christmas trees in Cleland in partnership with Cleland community council Newmains Community Council MUGA Clarification on project one survey findings is received Potential/ In progress £140,000 Awaiting survey results. Follow up meeting with Community Council being arranged. Working with local organisations to develop a Community Action Plan. Future engagement planned for the summer. Looking for match funding Waverly Drive Play Area Replacement and upgrade of Waverley Drive Play Area Potential/ In progress TBC (SG Funding) Design specs complete ready to be procured. Cambusnethan Memorial Park Play Area Replacement and upgrade of Play Area Potential/ In progress TBC (SG funding) Design specs complete ready to be procured. Cleland Sydney Devine Memorial Memorial Plaque for Sydney Devine in his town of birth. Potential/ In progress £4k to £5k Awaiting plaque design details from community group. Narrative received. CPO to engage with Project Team re plaque design details. CPO engaging with family on final draft for the plaque. Coltness Welcome Sign Welcome Sign Potential/ In progress £20,000 Joint site visits complete. Consultation in progress. Project team carrying out Page 44 of 186
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feasibility checks to progress. Contractor confirmed. Works to commence date still to be identified Cleland MUGA Creation of new MUGA Potential/ In progress £70,000 (Potential to use SG funding) Possible removal as no community group present or match funding available. Looking for alternative ideas with community council. CCTV Additional CCTV in locality in conjunction with community safety partners Potential/ In progress £25,000 Community Partnership Initiatives Funding to support community partnership initiatives Potential/ In progress £10,000 Newmains Community Council Village Welcome Sign Creation of welcome sign Potential/ In progress £20000 Phase 1 of project is complete, official opening January 25. Branchalwood Estate, Coltness Environmental improvements Potential/ In progress £16,000 Projects team finding supplier to instal notice boards, nature signages to be created and installed Notice board installed early March 2025, signage yet to be installed Cleland Public Park Refurb and extend play area Completed £55,000 Completed August 24 Lyman Drive Play Area Replace Play area - upgrade park Completed £40,000 Consultation and Design specification completed. Contractor appointed. Works completed, fencing installation in progress. Inspection completed Opening pending as Page 45 of 186
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project Team trying to arrange fence painting through contractor, is waiting for a cost. King George V Play Area, Wishaw Replace Play Area Completed £150,000 Completed and official opening in December 24 Page 46 of 186
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Appendix 2 LDP 5-year allocation by Community Board Year Airdrie Bellshill Coatbridge Cumbernauld Kilsyth Motherwell Northern Corridor Shotts Wishaw 2024/25 £180,318 £134,642 £151,700 £158,383 £38,080 £174,494 £85,190 £49,722 £115,471 2025/26 £240,537 £177,823 £206,856 £212,200 £50,519 £232,809 £105,025 £65,964 £154,512 2026/27 £269,137 £199,039 £226,740 £237,506 £56,546 £260,494 £127,953 £73,833 £172,947 2027/28 £236,643 £174,944 £199,297 £208,740 £49,700 £229,046 £103,305 £64,266 £152,011 2028/29 £266,973 £197,366 £224,840 £235,494 £56,069 £258,402 £116,545 £73,211 £171,494 Page 47 of 186
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Appendix 3 Your Community Asked, We Delivered Case Study: Airdrie Brownsburn Park Path Project Background Brownsburn community park is “an extensive area of grassland, woodland, and wetland. From an industrial past, the site is now a green oasis for local people and wildlife in urban south Airdrie.” The Friends of Brownsburn Community Park are actively involved with the site and hold volunteer days with Community Greenspace throughout the year, where activities such as tree and bulb planting are carried out. Brownsburn park pathway project The Friends of the Park community group were the initial proposers of the path upgrade project. What prompted the proposal was the fact that the path network in the park had become overgrown with a degraded surface and blocked drainage. This had a negative impact on the usage of the path network in the park. The project was originally approved by the Airdrie Community Board in March 2023, before being agreed by the Council’s Community Committee in May 2023. An indicative budget of £45,000 was agreed for the project. The project proved to be a complex one. There is an extensive path network in the park, and it took a considerable amount of time to scope out the extent of the work required and to work with a suitable contractor to undertake the work. For example, the scale of the project is set out below: Path 1 – From the entrance at the roundabout Brownsburn Rd – Distance: 128 linear metres Path 2 – Section towards Cairnhill– Distance: 231 linear metres Path 2 a – Section towards Brownsburn Estate – Distance: 198 linear metres Total distance of all Pathways – Distance: 557 linear metres Delivery of the project The LDP team worked with the Roads service and the contractor to agree the timescale and the phasing of the project delivery. An early August start date was agreed with the projects taking approximately three weeks to complete, in early September 2024. The project has received positive feedback from local residents and users of the park as it has reinstated the pathway network to be enjoyed by local people, with positive benefits to their health and wellbeing. The following images show the development of the project. Page 48 of 186
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Pathways- Pre-commencement of works Page 49 of 186
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Pathways- Mid - Works progress Page 51 of 186
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Pathways: Completed Work Page 52 of 186
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Your community asked, we delivered: LDP project case study: Bellshill, Baird’s Avenue Play Area This case study focuses on an existing play park in the Viewpark area. The case study sets out the background and process for the development and the delivery of the project, which was completed in the Summer of 2024. Background The project idea came after discussions between an elected member and local resident who raised concerns about improving an existing, outdated play area. An LDP proposal form was then submitted by a local resident and endorsed by Bellshill Community Board in June 2023. Project Development Local consultation and engagement were carried out with several households and a total of 48 residents. The play area improvement work gained strong local support with many local residents advising that children under their care would use it regularly. Overall residents appreciated that an improved play area could provide children with a safe, stimulating, and enjoyable place to play. It can also benefit the local community by fostering socialisation, creativity, and community spirit. On completion of the procurement process, site works began in May 2024 and completed by July 2024. Further footpath works were subsequently required, which were completed soon Page 53 of 186
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after. Further local engagement was carried out with children from the Viewpark Family Centre to design-a-sign for the upgraded park. A small competition was run and winner chosen by the Community Partnership Team. The competition was supported and prize supplied by the site contractor. The site was officially opened in November 2024 by the Communities Convener Councillor Geraldine Woods, Councillor Helen Loughran, and local children from the Viewpark Family Centre. Images 1 and 2: Site for Baird’s Avenue Park Images 3 to 6: Installation of new equipment Page 54 of 186
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Images 7 and 8: Official Opening and Competition winner Page 55 of 186
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Case Study: Wishaw Newmains Welcome Wall The focus of this case study is the new, welcome wall co-designed between Newmains & District Community Council and North Lanarkshire Council’s Community Partnership Team. The case study sets out the background and process for the development and the delivery of the project, which was completed in January 2025. Background Initial local engagement was carried out by the Newmains & District Community Council, in response to residents’ requests for a village welcome wall. The Community Council submitted a Local Development Programme (LDP) proposal form to the Community Partnership Team in 2022, and the local Community Partnership Officer (CPO) offered further support and guidance to develop the proposal into a viable project. The CPO working with the Community Council conducted further, broader consultation in late 2022 with the wider community. The proposal was endorsed by the Wishaw Community Board and subsequently approved by the Council’s Communities Committee in April 2023. A location for the project was identified at the main junction of Newmains roundabout at Westwood Road, as shown in the pictures below. Site location Project Development A project proposal was developed in partnership with the Community Council, who suggested that construction of a welcome wall incorporated reclaimed brickwork from the old Newmains Primary School building that was due to be demolished. The group were keen to try to salvage some key stone from the school to reuse and retain some history of the village. The construction of the wall was to be a design and build project, given that reclaimed brickwork was to be included, and after working with the group on the design it was also to incorporate raised flower beds and benched seating. The initial budget for the wall was set at £20,000 and revised due to the intricacies of incorporating the reclaimed stone and other design features. Page 56 of 186
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Design stage/concept proposal The concept sketch provided a proposal for the design of the wall based on the ideas put forward by the Community Council. The proposal separated the wall into three sections including the Centre wall area to be the most prominent part, clearly displaying the lettering “Newmains.” The two side sections set at a lower height and have areas for flower beds, as requested by the Community Council, although to be a focal point, but not to detract from the main centre section. The proposal is to use a light beige stone as a contrast and to enhance the appearance of the reclaimed brick. The decorative brickwork with the lettering “Newmains” is to be a prominent feature from the face of the main brickwork. The proposal for the top arch “Welcome To” will be a single sandstone arch section and will tie in with the style and text style of the lettering on the reclaimed brick block. Capping brickwork colour will be a contrast between the reclaimed and the main lighter brick. Reclaimed stone from Newmains Primary School Works progression Commencement of works - Removal of vegetation Page 57 of 186
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Wall Construction Commencement and mark-out and foundations Centre section with reclaimed stonework Outer sections and raised beds. Bench seat section and stonework base Bench seats were created at the rear of the wall from hardwood slats, situated below the featured lettered stone block brick, detailing “Public” and “School,” fixed to Stainless Steel flat bar, with countersunk anti-vandal screws and fixed with dome head anti-vandal bolts. The base detail is to match the wall and closed at the top with brick to match the wall. Page 58 of 186
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Completed Works The welcome wall was officially unveiled on the 23rd of January, attended by representatives from Newmains & St Brigid’s Primary Schools, where pupils help look after the planters, as well as members of Newmains & District Community Council, the Newmains Community Trust (NCT), the NCT Gardening Group, local councillors, and the council’s Community Partnership Team. The central location of the wall ensures it greets visitors; while celebrating the village’s heritage, it is striking addition to the community garden and can be seen from all directions. The project was delivered through a partnership between the Community Partnership Team, Newmains & District Community Council, and the NCT Centre, with funding provided through the Local Development Programme, which is managed by the council. A second phase of the project is planned in the coming months, including feature lighting and a plaque on the front of the wall to commemorate the steelworks, an important part of Newmains' industrial past, and further welcome signage. Page 59 of 186
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Play Area Development Update 2023/24 Appendix 4 Community Board Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Airdrie Gartleahill play area Replacement and upgrade of existing play area £20,000 £80,000 Installation completed September 2024 Airdrie Craigneuk play area New play area £90,000 £0 Installation completed September 2024 Airdrie Holehill/ Kenniburn Avenue New play area £50,000 £0 Project delayed. No suitable site identified. Airdrie Moffat View Play Area Replace existing play area £50,000 Installation completed September 2023 Airdrie Plains Outdoor gym New outdoor gym facility £35,000 £0 Installation completed Spring 2024. Bellshill Baird’s Avenue Park Improving play facilities and equipment at an existing play area £30,000 £70,000 Installation completed July 2024 Bellshill Rosevale Crescent/Calder Park MUGA project, Mossend Multi-Use Games Area (MUGA) facility £30,000 + additional external funding £100,000 Developer contribution Installation completed June 2024 Coatbridge Kirkwood Junior Play area New play area for younger children £60,000 £0 Installation completed June 2024 Cumbernauld Millcroft Road Upgrade Play Area £80,000 Scottish Government Play Park renewal fund. installation completed end of March 2024 Cumbernauld Braehead Road Upgrade Play Area £50,000 Scottish Government Play Park renewal fund. installation completed end of March 2024 Kilsyth Bogside Park Replacement and upgrade £15,000 £65,000 Scottish Government Play Installation completed August 2024 Page 61 of 186
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of existing play area Area Renewal Fund Motherwell The Loaning Motherwell Improvements to play area £50,000 £100,000 Scottish Government Play Park renewal fund Installation completed September 2023 Motherwell The Roman Road Improvement and renewal of a play area £50,000 £90,000 Scottish Government Play Park renewal fund Installation completed June 2024 Northern Corridor Moodiesburn Kelvin Drive Wheeled sports facility Wheeled sports facility £20,000 £133,000 Developers Contribution Installation completed May 2024. Northern Corridor Frankfield Road MUGA New Multi Use Games Area £130,000 Installation completed May 2024. Northern Corridor Dunalistair Drive Play Area Replacement play area £120,000 Installed completed September 2023 Northern Corridor Lochside Play area Gartcosh Replacement play area £0 £80,000 Installation completed February 2025 Shotts Hartwood Funding to support local play area refurbishment £15,000 Installed December 2023. Opened in June 2024 Shotts Hareshaw Additional play equipment £5,000 Installation completed September 2023 Wishaw Overtown Outdoor Gym £45,000 Installation completed in May 2024 Wishaw Lyman Drive play area Replacement play area £0 £40,000 Scottish Government Play area renewal funding Installation completed October 2024 Wishaw Newmains Improved play area £150,000 Installation completed September 2023 Wishaw Cleland Public Park Refurb and extend play area £50,000.00 Installation completed October 2023 Wishaw King George V Play area Refurbish and extend the play area £150,000 Completed November 2024. Wishaw Parkside Install new swing bay £5,000 Installation completed September 2023 Page 62 of 186
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☐ Yes ☒ No Ref SP/MC Date 28/04/25 Community Boards and Partnership Communications Strategy From Stephen Penman, Chief Officer (Strategy and Engagement) E-mail penmanste@northland.gov.uk costellom@northlan.gov.uk Telephone 07725 289559 Executive Summary This report provides an update on key progress linked to supporting the development of the Community Boards model including updates on cycle 1, 2025 Community Board meetings which took place throughout February/March 2025. • Progress with the delivery of the nine Local Outcome Improvement Plans (LOIPs) and the implementation of an associated Monitoring and Management Framework and Partnership delivery approach • Progress with the Community Board Development Programme • Work to commence development of a Partnership Communications Strategy • Continued development of a Partnership Communications Strategy As previously agreed by committee, reports on the work of the nine Community Boards are provided to the committee relating to each committee cycle. Progress is also reported to the North Lanarkshire Community Planning Partnership Strategic Leadership Board to reflect the statutory nature of the Boards in Community Planning terms in providing local governance for the Local Outcome Improvement Plans. This report covers cycle 1, 2025 Community Board meetings. The process and focus of reporting on the work of the Community Boards will continue to be reviewed and elements included within the Local Outcome Improvement Plan monitoring and management framework. Recommendations It is recommended that the Communities Committee: (1) Recognises work to continue to develop and improve the integrated approach to supporting the local Community Board model. The Plan for North Lanarkshire Priority Enhance participation, capacity, and empowerment across our communities Ambition statement (20) Improve the involvement of communities in the decisions, and development of services and supports, that affect them Item 3 Page 63 of 186
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1. Background 1.1 Community Matters - A Framework for Working with Communities set out the Community Planning Partnership’s commitment to engaging with communities underpinned by a set of principles and approaches designed to deliver on key priorities associated with working with communities which included the creation of Community Boards. The framework was approved by the Policy & Strategy Committee at its meeting on 19 March 2020. 1.2 The Community Boards are integral to supporting community participation and providing a single coordinated approach to governance for local communities, reflecting statutory and regulatory requirements. The Boards continue to develop in a manner consistent with influencing and delivering the Plan for North Lanarkshire outcomes at local level. This is being driven through the Local Outcome Improvement Plans (LOIPs) for each of the nine areas, ensuring a partnership focus on supporting service design, delivery and community action reflecting both the ambitions within The Plan for North Lanarkshire and the priorities and circumstances of individual areas. The LOIPs are published on the North Lanarkshire Council website and were circulated to all Community Boards. 1.3 The monitoring and management framework for the delivery of the LOIPs is in place and operational along with supporting partnership delivery approach through the establishment of Local Partnership Teams. This is being used to inform reporting to Committee, the North Lanarkshire Partnership (NLP) Strategic Leadership Board and individual Community Boards. A separate LOIP update is provided to the Communities Committee and the NLP Strategic Leadership Board on a 6 monthly basis providing a snapshot of highlights and future priorities for each of the board areas and a detailed progress report is submitted to each of the 9 Community Boards annually. 1.4 Cycle 1, 2025 Board meetings have now taken place, and an example of an agenda is included in Appendix 1. Table 1 – Cycle 1,2025 Community Board Meetings Programme of Work All Programmes of Work Area Meeting Date & Time Location Shotts 18/02/2024 at 6:30pm Online via Teams Northern Corridor 19/02/2024 at 7:00pm Chryston Parish Church Coatbridge 27/02/2024 at 6:30pm Coatbridge Community Centre Cumbernauld 25/02/2024 at 6:30pm Abronhill Community Centre Kilsyth & Villages 26/02/2024 at 6:30pm St. Patrick’s Primary School Wishaw 27/02/2024 at 6:30pm Coltness Community Centre Airdrie 05/03/2024 at 6:30pm Clarkston Primary School Bellshill 06/03/2024 at 6:30pm Salvation Army Hall Motherwell 11/03/2024 at 6:30pm Dalziel and St Andrew’s Parish Church Page 64 of 186
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2. Report Community Boards – Cycle 1, 2025 Representation at Community Board Meetings 2.1 At this cycle of Community Board meetings, attendance reflected a good mixture of partners, elected members, community groups and local people at all Board meetings. Approximately 225 people attended this cycle which was an increase on the previous cycle of meetings. There were 83 community organisations an increase of 9 from the previous cycle with 105 community representatives in attendance an increase of 29 from the previous round of Board meetings. In addition, 14 individual local people attended meetings. 2.2 A broader range of community representation is generally in evidence at Community Board meetings with 11 new organisations attended Community Boards in this cycle. 2.3 The categories of participants in Cycle 1, 2025 Community Boards are as set out in Table 2 below: Table 2 - Participants (Cycle 1, 2025) Participants at Community Boards (Cycle 1, 2025) Community Councils Tenants and Residents Associations Historical/Cultural Groups Community Forums MSYP/Youth Fora Police Scotland Scottish Fire & Rescue NHS Lanarkshire Voluntary Action North Lanarkshire NL Disability Access Panel Elected Members Council Officers Faith Groups Parent Councils Local people/residents Voice of Experience Forum Community Organisations African Collaborative Participation in Meetings 2.4 Work is continuing by all Community Planning Partners to encourage wider representation at Community Board meetings. Meeting information is circulated across social media channels including NLC website and My Town pages four weeks in advance of each meeting with additional promotion scheduled 1 week in advance and on the day of the Board Meeting. Posters are also circulated to approximately 1300 Community Board members and local groups and organisations for wider local circulation to Community Councils and Tenants and Residents Associations and wider networks to raise awareness about Community Board meetings. All Community Planning Partners, Elected Members, and Board members have responsibility for encouraging wider participation at Board meetings and for using information from wider Page 65 of 186
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engagement activity through LOIP subgroups and community networks to represent the views of the wider community as appropriate. 2.5 There was a marked increase in the number of Community groups represented at this cycle of Board meetings in comparison to the previous cycle in November/December 2024 for example, in the number of Parent Council’s, Tenants and Residents associations, Community Council’s represented. 18 Council’s and Tenants and Residents Associations in attendance at this cycle of Board meetings. Agenda Items 2.6 During this cycle, all nine Community Boards had agenda items put forward by community groups and organisations in advance of Board meetings. Examples of Agenda items put forward included: Bedlay Cemetery and LOIP pilot in the Northern Corridor, Dumbreck and Garrell Marsh and ALISS in Kilsyth; Cumbernauld Theatre and Safer Kildrum and Beautiful Scotland submission in Cumbernauld; Deaf services Lanarkshire Drop-in in Coatbridge, Litter issues in Bellshill, Spotlight on Shotts; Calderbank Village Heritage and Rail 200 and North Lanarkshire Council in Airdrie; Gowkthrapple housing concerns and Wishaw Main Street waste management and Wishaw Substation in Wishaw. 2.6.1 In addition to the agenda items above, local community groups provided updates at some Boards including Cumbernauld Creative Spaces and Cumbernauld Community Learning Centre in Cumbernauld, Kilsyth Old People’s Welfare at Kilsyth Board, Moodiesburn Community Action Group at Northern Corridor Board, Deaf Services Lanarkshire at Coatbridge Board and YMCA update on services in Bellshill. 2.7 Council officers were also asked to attend or provide updates to Board meetings in response to agenda items and issues raised by community representatives. Council and Community Planning Partnership Partners will continue to be invited to attend in relation to specific agenda items raised. External organisations are also invited to attend Board meetings in response to agenda items raised by communities as required. For example, in this cycle, the Team Leader for Water Management was asked to attend the Kilsyth Community Board and NLC Greenspace and Country Parks Manager was asked to attend Northern Corridor Community Board. Opportunities to Provide Updates and Share Views 2.8 As previously reported, all nine Community Boards endorsed Local Outcome Improvement Plans (LOIPs) which have been published and can be accessed via this link. Community Board agendas are now organised around LOIP priorities and updates from communities and partner agencies are linked to priorities where possible to ensure clear focus on progress towards achieving actions to address the key priorities that were identified by local communities. Local people can also raise ad hoc issues or share local information through the Community Matters section of the agenda. 2.9 Positive progress continues to be made with subgroups meeting to progress agreed actions to address local priorities where this is the most appropriate mechanism. Work is ongoing and meetings are taking place and scheduled with local community groups and organisations to further develop subgroups. 2.10 Following on from the Community Board Self Evaluation Workshops that were carried out throughout November/December 2024, Community Board Chairs have been participating in a working group to help develop the Community Board Conference that Page 66 of 186
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was previously agreed with NLP. The conference is scheduled to take place on Saturday 17 May 2025. Special Board Meetings 2.11 No special Board Meetings were requested at this round of Community Boards. Community Board Local Development Programme (LDP) Projects 2.12 As previously reported, community organisations requested a positional statement regarding outstanding Local Development Programme projects. The LDP report, continues to be split by Community Board area, and detailing the status of projects, was circulated in advance of cycle 1, 2025 Board Meetings. The project proposal form identified in previous reports to committee, continues to be utilised to record LDP project ideas and suggestions put forward from local communities. LDP continues to be a set item on the agenda at all Community Board meetings and is subject to a separate report to this committee. Involving Communities 2.13 This cycle of meetings saw continued involvement of seldom heard voices in Community Board meetings. The Community Partnership team will continue as a priority to proactively work with local community groups and people with lived experience to support this objective. 2.13.1 Work is ongoing with youth groups to encourage them to provide a presentation/ update to Community Boards in Community Board areas. At this cycle of meetings, MSYPs attended Community Board meetings in Cumbernauld and Kilsyth and provided an update on their role and involvement in youth engagement activity. Consultation took place with 17 people from Deaf Service’s Lanarkshire around the development of the Community Safety Strategy and to provide information about Community Boards and Local Outcome improvement plans and how to contribute/become involved. Members of Lanarkshire Deaf club also attended Motherwell Community Board meeting supported by interpreters. Further information will be provided in due course. 2.13.2 A range of engagement and consultation opportunities have taken place with young people between November/December and February/March Board Meetings demonstrating a strong commitment to involving young people in shaping their community and addressing issues that matter to them. Further information on activity that has taken place is included in Appendix 2. Our Lives – An exploration of the Lived Experiences of North Lanarkshire’s 2.14 Black, Asian, and other Minority Ethnic People 2.14.1 Community Planning Partner organisations continue to progress the work associated with the recommendations set out in the Our Lives Research. 2.14.2 As highlighted in the last report a significant development has been the work to form a Cultural Committee for North Lanarkshire to support and develop activity to reflect and celebrate the rich cultural diversity across the authority. 2.14.3 To date over 26 organisations with a focus on advancing race equality are represented on the Committee with private individuals also participating. Two key areas of focus for the committee at present are: Page 67 of 186
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• the development of Terms of Reference to guide its work and: • the creation of an on-line cultural calendar which all members can use to highlight and promote local events as well as key national and international celebrations and observances. 2.14.4 The Committee is provided with support from the Council’s Equalities Team and Community Learning and Development Service while it gets established. The next full meeting of the Committee is scheduled to take place in April 2025. Moving Forward 2.15 Community Board Chairs At this cycle, 8 out of 9 Community Board meetings were chaired by Community representatives. The Motherwell Board meeting on this occasion was chaired by a Council Officer as the Chair was unable to attend the meeting. Community Board Development Programme 2.16 As previously reported, Community Board Members have been removed from the NLC employee mandatory e-learning list and are no longer receive enrolment or reminder emails to complete the e-learning. There is now a new hub for Community Board Members only, where a specific setting has been added to the audience set up removing them from the mandatory e-learning. 2.16.1 An activity report run in March 2025 identified that 73 members have logged in and accessed different areas of the hub with the most recent activity dated 10th March 2025. The Role of Chief Officers as Community Coordinators 2.17 As previously reported, Community Coordinators are in place and attending their designated Community Board Meetings. Community Coordinator updates continue to be included as a standing item on all Community Board agendas as well as participation in discussion relating to a range of local matters. Community Coordinators meet with key senior partners between Board cycles to discuss common matters, any leadership action required, and to collectively consider input to future meetings. Future Board Meetings 2.18 The next cycle of Community Board meetings will be held in May/June 2025. Following consultation with community group representatives and elected members who attend Community Boards, it was identified that most Boards preferred a mix of online and face-to-face meetings moving forward and during this cycle, eight Board meetings took place face-to-face in Community Facilities and one online via Teams. Cycle 2, 2025 meeting dates are set out in Table 3 below. Page 68 of 186
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Table 3 – Community Board Meeting Dates (Cycle 2, 2025) Community Board Day Date Shotts Tuesday 20/05/2025 Northern Corridor Wednesday 21/05/2025 Coatbridge Thursday 22/05/2025 Cumbernauld Tuesday 27/05/2025 Kilsyth & Villages Wednesday 28/05/2025 Wishaw Thursday 29/05/2025 Airdrie Wednesday 04/06/2025 Bellshill Thursday 05/06/2025 Motherwell Tuesday 10/06/2025 Local Outcome Improvement Plans – Partnership Delivery, Monitoring, and Management Framework 2.19 As previously reported, the online LOIP monitoring, and evaluation framework is in place. This management tool is being used by community planning partners to ensure that progress towards addressing key priorities that were agreed with local communities is monitored, recorded, and reported. 3. Measures of success 3.1 Delivery of LOIP outcomes and increased levels of engagement with local communities and partners, resulting in generally positive impacts on communities across a variety of priorities and key issues identified through effective locality planning and the implementation of the Community Boards, particularly in areas where further consultation has been required. 4. Supporting documentation 4.1 Appendix 1 Example of Cycle 1, 2025 Community Board Agenda. Stephen Penman Chief Officer (Strategy and Engagement) Page 69 of 186
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Page 70 of 186
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Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 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 71 of 186
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Appendix 1 Community Board Agenda (Cycle 1, 2025) AGENDA (example) 1. Welcome and Introduction: • NHSL to record the minutes of Board meetings. 2. Apologies 3. Minute of previous meeting and matters arising 4. Local priorities Local Outcome Improvement Plan (LOIP) updates: • Local priorities for each Community Board Area • Local partner updates from Police Scotland and Scottish Fire & Rescue Service, NHSL, VANL related to LOIP priorities. 5. Community Matters 6. Local engagement/investment • Local engagement/consultation • Funding opportunities 7. Standing agenda items • Community Coordinator update o MOWG report and recommendations • Local Development Programme (LDP) update 8. AOCB 9. Date and time of next meeting. Page 72 of 186
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Appendix 2 Case Studies - Youth engagement and consultation The following activity has taken place between November/December and February March Board Meetings demonstrating a strong commitment to involving young people in shaping their community and addressing issues that matter to them. Cumbernauld Youth engagement is a priority action for the Cumbernauld Community Board. Young people in Cumbernauld have been engaged and consulted in local decision-making processes and in community activities including: • Young people continued to attend and actively participate ensuring youth representation at Community Board Meetings • The Community Partnership Team engaged with 28 young people from Carbrain, Kildrum and Abronhill in three separate sessions in January 2025 to find out young people’s views on issues that are important to them including community safety issues. Young people provided some excellent feedback, sharing their experience of living in Cumbernauld and highlighting their concerns around Community Safety. Northern Corridor Youth engagement is a priority action for the Northern Corridor Community Board. Young people in Northern Corridor have been engaged and consulted in local decision-making processes in the following ways: • Northern Corridor Youth consultation As part of an ongoing Community Partnership Team youth engagement consultation with young people across the Northern Corridor, 20 young people who attend Our Lady’s and St. Maurice’s High Schools about issues that were important to them. The pupils from Moodiesburn, Gartcosh and Cardowan highlighted their views on community safety, health and public transport issues and this will form part of a report and inform future action in relation to Northern Corridor Children & Young People LOIP priority. • Design-a-Sign competition As part of the Community Partnership Team’s delivery of Local Development programme in the Northern Corridor, pupils from Gartcosh and St. Barbara’s Primary Schools recently took part in a Design-a-Sign competition as part of the development of a new play area at Blades Court in Gartcosh. A winning name and image for the playpark sign were chosen from over 200 entries, with signage due to be installed when the Council holds an official opening event in April 2025. Page 73 of 186
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Kilsyth and Villages Youth engagement is a priority action for the Northern Kilsyth and Villages Community Board. Young people have been consulted and engaged in a range of ways incl and consulted in local decision-making processes in the following ways: In response to the youth consultation carried out with young people across Kilsyth and Villages area and following an extremely successful youth engagement event targeting young people who attend Future Fridays held in Kilsyth Academy last year, partners involved in the youth engagement subgroup, including Community Partnership Team, Police Scotland, SFRS, CLD, St Maurice’s High School and local Community organisations agreed to arrange a further engagement event targeting young people from Kilsyth and Villages who attend St. Maurice’s High School. This highly successful youth engagement event took place at St Maurice’s High School on the 14 March 2025 providing an opportunity for partners to respond to issues that were raised by young people during previous extensive consultation. The event helped build positive relationships between young people and Police, Scottish Fire and Rescue and other partners in attendance. The event provided a range of practical interactive stalls which helped young people to find out more about issues such as drugs, alcohol, healthy eating, and vaping and about volunteering opportunities available to them all of which were identified through consultation as issues that were important to young people. Free period dignity products were also provided at the event. Airdrie Airdrie Action Partnership (AAP), a collective of third sector organisations and NLC officers including the Community Partnership Team, Youthwork and Adult Education plus Health Improvement and VANL that constitutes the Local Outcome Improvement Plan subgroup for the Airdrie locality. This partnership organised and held an Airdrie Winter Warmer Event at the @Home Centre on Friday 14th February 2025 with young people who attend the @Home Centre involved in planning and organising the event including promoting the event amongst their peers, helping set up, sign in sheets, organising teas and coffees, and providing entertainment. Young people were supported by Youth Workers to have conversations around health and safety and risk assessments which will go towards the young people’s goals of achieving their SQA Assisting with an event, add to their Saltire hours and help them gain volunteering experience. Young people also interviewed attendees, and the information will inform the next project that the partnership will take forward. As part of Airdrie Action Partnership Christmas Appeal 2024, children and young people were involved in supporting toy drive events, organising donations and followed up with local businesses who offered support. The Christmas Appeal was supported by 13 young people across all projects, who accumulated a total of 200 hours of volunteering time gaining Saltire Awards for their contribution to their wider community. Page 74 of 186
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Motherwell • Consultation around the development of a playpark Consultation was carried out with children in Our Lady and St. Frances on 6 March 2025, the catchment school for the Jerviston area. 12 children, one from each class, who lived nearby the proposed site participated. A mixture of interactive activities was used to gain insight into what the children liked to do at a park and the type of equipment they preferred. The children were extremely enthusiastic about taking part in the consultation and were keen to participate further in the project including ‘design a sign’ competition and the opening of the park • A further consultation took place with 31 children at Jerviston Family Fun Day on 18 March 2025 around the development of the playpark. As the fun day was a very busy/loud environment a flipchart with play equipment choices and features on it and asked the young people to identify their favourite equipment and choose some features for the play area. • Three consultation sessions were held with students from Brannock High School and Coltness High School as part of the Period Dignity initiative. Focus group sessions were aimed to gather insights into students' experiences, challenges, and perceptions related to menstrual health to better meet the needs of students and create a stigma-free, supportive environment for menstrual health. Bellshill • Consultation was carried out with children in St. Gerard’s and Noble Primary Schools around the development of Clay Crescent Muga. 24 children were consulted, 18 from St. Gerard’s Primary School who all lived on Clay Crescent and 6 children from Noble Primary School Pupil Council. Children from both schools were excited to discuss the possibility of a new MUGA, discussed the games they would play and offered suggestions around additional items that would work alongside the new MUGA including storage for bikes and benches/seating. • A further consultation focus group was held with students from Cardinal Newman High and Bellshill Academy, as part of the Period Dignity initiative. The session aimed to gather insights into students' experiences, challenges, and perceptions related to menstrual health. The session explored awareness and Access to Period Products, Stigma and Inclusivity and identified suggestions for Improvement. The engagement highlighted potential gaps and offered practical solutions to address them. These insights will help to better meet the needs of students and create a stigma-free, supportive environment for menstrual health. Page 75 of 186
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref SP/LP/GS Date 28/04/25 Community Ownership and Management of Assets: Application from Palm Church for the Asset Transfer of Rochsoles Community Centre From: Stephen Penman, Chief Officer (Strategy and Engagement) E-mail penmanste@northlan.gov.uk pollockle@northlan.gov.uk Telephone 07947 997750 07814 916564 Executive Summary The purpose of this report is to provide the Communities Committee with the details of a Community Asset Transfer (CAT) request made by Palm Church to purchase Rochsoles Community Centre, 4 Dykehead Rd, Airdrie ML6 6SQ plus the grassed area and access paths (as outlined in Appendix 1 of this report) and to provide information on the outcome of the assessment process together with a recommendation to approve the request Recommendations It is recommended that the Communities Committee: (1) Considers the detailed assessment of the application against approved criteria, included at Appendix 2, of this report (2) Approves the recommendation by the Community Assets Leadership Group to approve the Community Asset Transfer request from Palm Church to purchase of Rochsoles Community Centre as described at appendix 1, subject to finalisation of necessary technical details and satisfactory agreement to the conditions set out in Appendix 2, section. The Plan for North Lanarkshire Priority Enhance participation, capacity, and empowerment across our communities Ambition statement (20) Improve the involvement of communities in the decisions, and development of services and supports, that affect them Programme of Work Resilient People Item 4 Page 77 of 186
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1. Background 1.1 Part 5 of the Community Empowerment (Scotland) Act 2015 encourages community- based groups to take control of assets to be utilised for positive outcomes as driven and directed at a local level. Qualifying groups can apply to a relevant authority, which includes local authorities, to either lease or purchase an asset. 1.2 Upon a formal application being made, the relevant authority is bound to carry out an assessment of the request, establish that the applicant is a qualifying body and assess both the sustainability and likely benefit of the asset transfer. Benefits can include social wellbeing, economic benefit and provision of services and activities that would not otherwise be provided. 1.3 In general terms where a group meets qualifying and eligibility criteria, they can apply for almost any asset held by a relevant authority. The asset does not have to be surplus to the council’s operational requirements. Exclusions apply in a few circumstances including: o NLP mortgaged properties o Common Good Assets o Where the council has entered into a legal agreement for sale or demolition of an asset 1.4 If it is determined that the asset is not surplus the council needs to assess the operational benefit of retaining the asset against the potential community benefits because of approving the transfer. An application can be rejected on grounds such as the business model is not sustainable, the group cannot evidence community support or community benefit, or the group cannot demonstrate that they have the capacity to manage the asset. 1.5 In June 2024 the Policy and Strategy Committee approved a new Community Ownership and Management of Assets Policy and associated resources aiming to improve the council’s approach to building capacity and opportunity with organisations looking to take on ownership, lease or management of a council owned asset. The aim is to shift the focus to achieving positive outcomes and using available resources and tools to over time increase the pace and volume of successful outcomes while protecting the business of the council, considering any negative impact on the wider community and managing risk levels. The policy and approach can be accessed here and further information and tools are available on the council website. 2. Report 2.1 Palm Church is a small, registered Christian church and charity. 2.2 The organisation has submitted a formal request to purchase Rochsoles Community Centre, 4 Dykehead Rd, Airdrie ML6 6SQ plus the grassed area and access paths (as outlined in Appendix 1 of this report). The charity has proposed an offer price of £40,000. Based on the internal valuation of £76,000 the offer price would be equivalent to 52% of the overall value and with a discount of 48%. In addition to suing the centre as a place of worship the proposal outlines plans to create an inclusive community space delivering a wide range of social programmes including: - Page 78 of 186
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• Money advice and debt support • Food bank provision • Parent and toddler groups, children’s clubs, and youth engagement • Elderly support (social and wellbeing activities) • Specialised ASN provision including a sensory room • Activities and initiatives to address community needs and aspirations 2.3 A summary of the scores achieved through assessment is outlined in figure 1 below. Additional details of the proposal and assessment of the application can be found at appendix 2 and in the CAT application and supporting documents available on the council's website here Figure 1. Summary Grading Very Strong Strong Moderate Weak Very Weak 1.Details of the asset x 2.Organisation information x 3.Type of Request x 4.Link to the NL Plan x 5.Community Proposal x 6.Support x 7.Financial Information x 8.Risk/Social Impact x A description of assessment criteria is at appendix 3 2.4 In line with the council’s Community Ownership and Management Policy and associated scoring process the findings of the Officer Assessment Panel were reported to the Community Asset Leadership Group for consideration. The Group comprises of • Chief Officers, Strategy and Engagement • Chief Officer, Asset and Procurement; • Chief Officer, Community Operations • Chief Officer, Legal and Democratic • Chief Officer, Finance and Technology The recommendation is that the Communities Committee approve application based on the findings of the assessment attached at appendix 2. 3. Measures of success 3.1 Support provided to community groups and organisations as a result of initial CAT or PR enquiries; and 3.2 Positive outcomes or referrals because of initial CAT or PR enquiries. 3.3 Increased completions for transfer of assets to community organisations Page 79 of 186
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4. Supporting documentation 4.1 Community Ownership and Management of Assets Policy and approach here 4.2 Further information and tools are available on the councils website. 4.3 Full application can be accessed on the councils website here 4.4 Appendix 1 – Map of Asset 4.5 Appendix 2 – Assessment of application 4.6 Appendix 3 – Description of assessment 4.7 Equality Impact Assessment will be published here Stephen Penman Chief Officer (Strategy and Engagement) Page 80 of 186
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If yes, please provide a brief summary of the impact?, The recommendation involves the transfer of an asset to community ownership for community use and recognises the associated community benefit that is expected from the proposal. This should benefit the community positively but an EQIA has been undertaken to consider any impact on equalities groups and will be available here If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☒ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The charity has offered to pay £40,000 for the asset. Based on an internal valuation of £76,000 the offer price would be equivalent to 52% of the overall value and with a discount of 48%. The discount level is acceptable due to the social value of the free to access services and activities that will be offered by the charity. Additionally, as per section 7 of the Appendix 2 – revenue savings of £6,000 per year will be saved. 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 council approach to community Ownership and Management of Assets reflects and supports the requirements of the Community Empowerment (Scotland) Act 2015. Representatives from Legal and Democratic Services are involved in the Page 81 of 186
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Corporate Community Ownership and Management of Assets Working Group and the Leadership Group. 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☒ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☒ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? The main risk identified is around the financial uncertainty and reliance on grant funding and donations from church members. There is a limited opportunity for income generation that is often present for CVS organisations. Also, there is an inherent reputational risk to the council of transferring an asset for community ownership. In this case, this may be linked to the faith-based nature of the organisation and the view of exclusivity and the council’s role in ensuring equitable asset transfer processes. The proposal provides sufficient assurance risks are tolerable and/or can be mitigated. Addition information is outlined in section 8 of Appendix 2. Page 82 of 186
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5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☒ Page 83 of 186
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Appendix 1 Location Map Page 84 of 186
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Appendix 2 Community Asset Transfer Scoring Assessment Name of Organisation/Applicant Palm Church Details of the Asset Rochsoles Community Centre Community Area/Ward Airdrie Thrashbush (Ward 08 - Airdrie North) Date submitted 3 December 2024 Date of Scoring Panel 27 March 2025 Recommendation by Community Asset Leadership Group Approve Summary comments This assessment presents the findings of the scoring of a request to transfer ownership of Rochsoles Community Centre to Palm Church, a small Christian church and charity based in Airdrie. The church proposes to use the building both as a place of worship and a community hub, maintaining its accessibility to existing and future local users. The charity has offered to pay £40,000 for the asset. Based on an internal valuation of £76,000 the offer price would be equivalent to 52% of the overall value and with a discount of 48% The proposed transfer of Rochsoles Community Centre to Palm Church represents a strategic, socially valuable, and community-led solution for the future of an underused public asset. It aligns with local and national policy, reflects current best practice in community ownership, and offers broad-based benefit for church members and the wider community. The 58% discount reflects the clear social value of the transfer, and the organisation has provided credible assurances regarding inclusion, sustainability, and community access. Additionally, the proposal aligns with strategic plans for inclusive growth, community wellbeing, and empowerment, and presents an opportunity to bring an underused public asset into more sustainable, community-led use. This assessment recommends positive consideration of the transfer of Rochsoles Community Centre to Palm Church on the terms proposed. Page 85 of 186
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Summary Grading Very Strong Strong Moderate Weak Very Weak 1.Details of the asset x 2.Organisation information x 3.Type of Request x 4.Link to the NL Plan x 5.Community Proposal x 6.Support x 7.Financial Information x 8.Risk/Social Impact x 1 Details of the Asset: Includes asset status and proposed use. This section asks the council to ensure they are in a position to transfer the asset Notes: Rochsoles Community Centre is owned by North Lanarkshire Council and operated by NLC – Facilities Service. The asset is eligible for community asset transfer. At the Council meeting held on 10 December 2024, the facility was approved for closure and declared surplus to requirements. Palm Church seeks to purchase Rochsoles Community Centre (4 Dykehead Rd, Airdrie ML6 6SQ plus the grassed area and access paths.) On clarification the organisation has confirmed that the associated parking area is not part of the request. However, they will consider inclusion of this if the council believes it to be in the interests of all parties to do so. The charity is planning to create an inclusive community space delivering a wide range of social programmes including: - • Money advice and debt support (partnership with Christians Against Poverty) • Food bank provision • Parent and toddler groups, children’s clubs, and youth engagement • Elderly support (social and wellbeing activities) • Specialised ASN provision including a sensory room • Activities and initiatives to address community needs and aspirations This is in addition to functioning as a place of worship. The current use of the building as a community centre, fits with the planned future usage. Albeit the charity hopes to deliver an increased levels of services from the site. The current condition of the building is also suitable. But the charity is planning an upfront capital investment of £70,000 for essential repairs and refurbishment work. Assessment: Strong: The proposal is cost neutral to the council, it does not impact on council direct delivery of services and there are no restrictions on the asset transfer. Page 86 of 186
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2 Organisational Information – Includes governance and capacity to deliver Notes: Palm Church is a small, registered Christian church and charity based in Airdrie with a growing congregation, with a strong ethos of service, inclusion, and support. The church provides: • Weekly worship services open to all • Community meals and food support • Youth and family activities • 1-1 pastoral care and social support • Volunteer development and informal training The organisation is governed by a small board of trustees and run by volunteers and part- time staff. It has previously partnered with local groups and has demonstrated capacity to deliver community benefit sustainably. Trustees and volunteers have relevant experience in: • Business ownership, commercial property management • Community work, faith leadership, health and safety • ASN/SEND expertise (including published authors and social care professionals) • Internal training in safeguarding, health and safety, and PVG membership The group’s leadership has relevant professional and community development experience, and they have actively participated in an organisational health check. The organisation has relevant policy and procedures in place and are committed to reviewing them to ensure they make sense for the facility; should the asset transfer be approved. The application outlines a community use model, with services targeting financial wellbeing, child and youth development, support for the elderly, mental health, food insecurity, and additional support needs (ASN). Assessment: Strong: Applicant has provided adequate evidence that they are a robust and viable organisation with satisfactory governance arrangements. 3 Type of request, payment and conditions This section confirms the type of request and seeks and whether or not the price reflects a fair price for the asset taking into consideration community benefit Notes: The charity has proposed to purchase the asset, and they have the funds available to meet the offer price of £40,000. Based on the internal valuation of £76,000 the offer price would be equivalent to 52% of the overall value and with a discount of 48%. Social Value and Community Benefit Drivers presented to support the discounted offer price: 1. Sustained Community Access: Ongoing use of the centre by a diverse range of local groups, preserving community infrastructure. 2. Increased Community-Led Activity: A trusted, rooted organisation expanding services in response to local need. 3. Tackling Inequalities: Provision of pastoral care, food support, and informal advocacy in an area of high deprivation. 4. Volunteer and Skills Development: New pathways for local people to participate, learn and lead. 5. Building Social Capital: Strengthening networks, trust, and shared responsibility in Thrashbush and Airdrie. Page 87 of 186
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Other considerations: 1. Inclusion of standard security in favour of the council to reflect any discount agreed. 2. Public access to pathways included in the title will be required 3. Reserved rights of access to the pathways for essential repairs, maintenance and access to any utilities. 4. Common right to adjacent car parks will also be offered and should be included in any negotiations around terms of transfer Assessment: Strong: Applicant has proposed terms, with prices reflecting Market/Fair Value. 4 Link to Strategy– How the project links into the vision and ambitions set out in the Plan for North Lanarkshire (TPFNL) Notes: Palm Church’s proposal aligns with The Plan for North Lanarkshire across several key priorities: • Support children and families: The church runs youth activities, family outreach and pastoral care. • Improve the health and wellbeing of communities: By offering social events, mental health support, food aid, and a sense of belonging. • Enhance participation and empowerment: Ownership of the centre would enable the church to act as a community anchor, engaging residents in decision-making. • Reinforce inclusive economic growth: By maintaining community space, offering volunteering roles, and training for local people. Likewise, the proposal complements the Airdrie Local Outcome Improvement Plan by: • Reducing inequalities: Especially for people facing social isolation, poverty, and food insecurity. • Creating stronger communities: Through increased activity in a trusted and locally rooted space. • Encouraging local participation: With an emphasis on co-production of community services. • Providing accessible services: Particularly in a high-need area such as Thrashbush. Assessment: Strong: Satisfactory evidence that the applicant understands the importance of linking to the outcomes of the TPFNL 5 Community Proposal – Includes project aims, community engagement and community benefit/need Notes: The organisation’s overarching aim is to establish a community and faith-based hub that is inclusive, accessible, and responsive to local needs. Their objectives include: • Delivering a diverse programme of community support services, such as: • Money advice and debt support (in partnership with CAP) • Foodbank provision • Elderly inclusion and wellbeing activities Page 88 of 186
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• Parent and toddler groups • Youth programmes and children’s clubs • Tailored support for children and families with additional support needs (Team Phoenix) • Maintaining and increasing public access to the building, including for private hire (e.g. fitness classes, events, parties). • Contributing to local economic and social development through skills development, social interaction, and potential employment (e.g. Centre Manager role). • Improving wellbeing and reducing social isolation, particularly among disadvantaged and vulnerable groups. • Promoting environmental responsibility, with plans to explore sustainable heating systems and a Net Zero strategy for the building. Intended Outcomes • A safe, inclusive, and multi-use space that enhances community cohesion. • Improved access to support services such as food, debt advice, and mental wellbeing activities. • Increased opportunities for children and young people through clubs and mentoring. • Specific provision for families with children with additional support needs. • Ongoing sustainability through a mix of donations, room rentals, and grant income. • A measurable social return on investment through volunteer hours and new employment. Palm Church’s aims and outcomes are clear and grounded in identified community needs. The breadth of intended services reflects a reasonable understanding of local needs and gaps in existing provision. Community Engagement: Palm Church has undertaken a range of community engagement activities to support its application for the transfer of Rochsoles Community Centre. These efforts were designed to build relationships with the local community, identify local needs, and test community support for the proposed church and community hub. Engagement Methods Used: 1. Community Events • Easter Family Fun Day (2023): Held at Airdrie Academy, attracting over 100 residents. Activities included games and a bouncy castle, creating a welcoming environment for families. • Open Day (August 2024): Hosted at Rochsoles Community Centre and attended by around 50 lresidents. Included children’s activities, refreshments, and informal conversations to gather feedback about the proposed use of the building. 2. Public Consultation • Formal Consultation Event (March 2023): Publicly advertised four weeks in advance through Facebook and the Airdrie and Coatbridge Advertiser. Despite the publicity, no members of the public attended. 3. Ongoing Community Presence and Relationship Building • Weekly church services and activities held at Airdrie Academy, building a regular local following (20+ attendees). • Pastor engagement through his role as chaplain for the local football team. • Direct informal engagement at events and through existing relationships with local residents. Palm Church’s approach demonstrates a clear commitment to engaging with and serving the local community. Strengths include: • Inclusive and Family-Oriented Activities: The use of accessible, family-friendly events helped to create a non-intimidating, inclusive environment and facilitated meaningful interactions with residents. Page 89 of 186
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• Strong Local Presence and Informal Networks: Relationships established through the church, local school, and football club provide valuable informal feedback and support that complements formal consultation. • Adaptability and Responsiveness: Despite a lack of attendance at the public consultation, Palm Church followed up with further direct engagement, indicating flexibility and responsiveness to community needs. While the formal consultation had limited participation, this was mitigated by broader engagement efforts that reached a diverse cross-section of the local population. The consistent involvement in the local area over several years adds credibility to their long- term commitment. Palm Church has shown a proactive and relationship-based approach to community engagement. While their formal consultation event did not yield direct responses, the combination of well-attended community events, informal networks, and sustained local presence indicates a strong foundation of community awareness and trust. These efforts are proportionate to the scale of the asset and are judged to be sincere in intent. Social Benefit for Church Members The transfer will enable Palm Church to: • Expand their faith-based and charitable mission • Offer a welcoming, stable environment for personal and spiritual growth • Increase volunteering and leadership opportunities • Create a stronger sense of identity, purpose and collective ownership These points should lead to increased confidence, reduced isolation, and wellbeing improvements for members. Social Benefit for Local Residents Residents of Thrashbush and wider Airdrie will benefit from: • Continued access to an affordable, accessible space for community activities • Expansion of family support, youth work and informal care • Improved access to volunteering, training, and support services • A safe, welcoming hub offering social connection and inclusion Social Value Commitment The charity has estimated an annual social value at £35,392. They plan to create local employment and additional volunteering opportunities should the community asset transfer be approved. Assessment: Moderate: Limited description of the aims, objectives and vision for the proposal. Some understanding of the community benefit but not underpinned by substantive evidence. Some evidence of need/demand provided including limited consultations, research and surveys. 6 Support – Includes stakeholder engagement and partnership working This section looks Including evidence community and stakeholders have been engaged Notes: Support from wider community and key stakeholders: Feedback from Palm Church members, Thrashbush residents, and wider Airdrie community reflects a reasonable level of support for the community asset transfer (reference community engagement details listed in part 5 above): While the church is still relatively young (founded during the 2021 lockdown), there is emerging evidence of positive sentiment and interest from the local population and current Page 90 of 186
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church members view the move as essential for expanding their charitable activities and enabling more consistent community outreach. Partnership Working and Collaborations: Palm Church has outlined working relationships or engagement plans with: • Christians Against Poverty (CAP) – to support community financial advice and debt resolution. • North Lanarkshire Council services – e.g. signposting through Health Visitors for parent/toddler groups, and partnership with the Tackling Poverty Team. • Street Scene (NLC) – for youth-led litter pick and environmental activities. • Future aspirations to involve local mental health charities, child development groups, and others in parent/toddler initiatives. While some collaborations are currently informal or proposed, they represent a clear intention to foster integrated partnership working over-time. Letters of Support / Consultation Findings: Some consultation is reported, but formal letters of support are not included within the application. One formal representation was made during the 4-week statutory consultation period. This was in relation to centre car parks. • A public consultation event was advertised widely and held in March 2023—but notably, no one attended. • Positive community feedback is cited anecdotally from the Easter event and August open day but not supported by surveys or written responses. • The application does not include formal letters of support from local organisations, elected members, or statutory partners. This represents a gap in formal, external validation, although informal feedback appears positive. Level of Support: The level of support is broadly proportionate but could be strengthened. There is clearly interest and enthusiasm from a segment of the community, and the church has a strong internal capacity and committed volunteer base to initiate delivery. Assessment: Moderate: Applicant has demonstrated limited links with groups and community engagement activity. Some evidence of partnership working provided. 7 Financial Information – Includes fundraising, financial planning and management We will seek clarification of funding being in place or any potential delay in funding being in place in time for the final transfer deadline. Notes: Some attempt has been made to estimate costs, upfront and ongoing, however outgoings stated are conservative with no allowance for inflation year on year. Monthly costs exclude things like gas, security, resources (toys, sensory equipment), food, washings, cleaning, lease of commercial food heating equipment etc. The organisation states in their application that funding has been secured for renovation works. However, no further details have been provided over the legitimacy of this. It is suggested that the clubs/activities are to be free of charge, so they are reliant on only Church member donations and grant funding - both of which are temporary and can fluctuate regularly. Page 91 of 186
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There are no details suggesting they have researched which grants they would be eligible for, and they are highly dependent on voluntary donations to fund committed, ongoing costs. The organisation has mentioned allowing for a 10% contingency fund (on both capital & non-capital) costs which would be funded through Palm Church, rather than funding. However, again Palm Church funds are from voluntary donations which are not guaranteed. The proposed transfer of Rochsoles Community Centre to Palm Church offers not only social and community value, but also clear financial benefits to North Lanarkshire Council. Based on current operational realities and asset management projections, the transfer would realise the following savings: a) Revenue and Operational Savings The council currently incurs annual running and maintenance costs of approximately £6,000 per year to keep the centre open, despite it operating at significantly under-capacity. Over a five-year period, this equates to an estimated £30,000 in avoided expenditure. b) Avoided Closure and Demolition Costs Should the asset be retained and subsequently closed due to underuse, the council could incur demolition and site clearance costs in the region of £40,000–£50,000, based on recent comparable disposal projects. c) Avoided Capital Investment Requirement To bring the building up to a more modern, usable standard for increased council-led activity would likely require capital investment of £80,000–£100,000, covering essential repairs, compliance upgrades, and minor refurbishment. Transferring ownership places the onus for future improvement costs with the acquiring organisation, removing the capital liability from the council. Assessment: Moderate: Applicant has demonstrated there are some financial resources in place, but all finances may not be available within the timeframe. There is limited evidence of resource planning. Basic income and expenditure and cash flow forecast induced with limited consideration given to contingency planning. 8 Risk/Social Impact – Includes potential impact and barriers/challenges and understanding of managing the asset. Notes: Key Risks: While the proposal carries promising community benefits, the following risks have been noted: Reputational: The faith-based nature of the organisation and the view of exclusivity and the council’s role in ensuring equitable asset transfer processes. This risk could be mitigated by attaching clear conditions of inclusive access and enhanced post-transfer monitoring Financial: Page 92 of 186
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The operational model depends heavily on consistent voluntary donations from church members. While current financial projections suggest sustainability, fluctuations in donor commitment may present a cash-flow issue. This risk could be mitigated by the charity looking at funding opportunities and income generation ideas. Responsibilities relating to asset management The application demonstrates a reasonable understanding of asset management, including responsibilities for maintenance, insurance, utility costs, and refurbishment. The business plan includes year-on-year financial planning and allows for contingencies. The charity leadership includes individuals with relevant experience (e.g. in property, business, project management, and health & safety), indicating a degree of preparedness to take on the obligations of managing a community asset. Renovation funding is fully identified, and contingency allowances are included. The plan also recognises legal and operational liabilities, such as PVG requirements and health and safety compliance. Wider social impact (positive or negative) Positive Impacts: Tackling Local Deprivation: The project is in a highly deprived area (SIMD rank as low as 100), and services proposed— money advice, food bank, toddler groups, youth engagement; are well-aligned to local needs. Support for Vulnerable Groups: Provision for families with children who have Additional Support Needs (ASN) through ‘Team Phoenix’ will provide extra choice for families seeking this type of activity and support. Health and Wellbeing Benefits: Proposed activities support mental health, reduce social isolation, promote physical activity, and offer informal education—all likely to generate positive social value. Potential Negative Impacts: Perceived Exclusivity: As a church-led initiative, some in the community may view the building as being tied to religious activities, which could limit participation. Palm Church has acknowledged this and committed to inclusive access. Barriers to success Sustained Volunteer Commitment: The business model is highly reliant on volunteer delivery. Sustaining long-term engagement and avoiding burnout will be critical. Regulatory and Compliance Demands: Managing a publicly accessible facility will require ongoing compliance with PVG, health and safety, and employment regulations, which may stretch volunteer capacity. Scaling and Coordination of Services: Implementing a broad range of community activities across all age groups will require structured planning, staff coordination, and potentially, professional support—particularly as demand increases. Public Perception and Integration: Ensuring the community perceives the space as a shared, inclusive hub rather than solely a faith-based facility will be essential to maximise use and public value. Assessment: Moderate: Page 93 of 186
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Limited evidence to demonstrate capabilities to manage the asset. Some awareness of the potential impact of transfer on others and consideration given to potential barriers/challenges. Minimal information provided on the anticipated social benefit/impact of the transfer. Page 94 of 186
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Appendix 3 Description of Scoring Criteria 1.Details of the asset; Includes asset status and proposed use. This section asks the council to ensure they are in a position to transfer the asset 2.Organisation information; Includes governance and capacity to deliver 3.Type of Request: This section confirms the type of request and seeks and whether or not the price reflects a fair price for the asset taking into consideration community benefit 4.Link to the Plan for North Lanarkshire: How the project links into the vision and ambitions set out in the Plan for North Lanarkshire (TPFNL) 5.Community Proposal: Includes project aims, community engagement and community benefit/need 6.Support: Includes stakeholder engagement and partnership working. This section looks Including evidence community and stakeholders have been engaged 7.Financial Information; Includes fundraising, financial planning and management. We will seek clarification of funding being in place or any potential delay in funding being in place in time for the final transfer deadline. 8.Risk/Social Impact Includes potential impact and barriers/challenges and understanding of managing the asset. Very Strong The proposal has a cost saving, does not impact on council direct delivery or service and there are no restrictions on the asset transfer. Applicant has clearly evidenced that they are a robust and viable organisation with effective governance arrangements in place. Applicant has proposed acceptable terms, with prices reflecting Market/Fai Applicant has clearly evidenced that their project links into the key themes of TPFNL Full consideration has been given to the aims, objectives and vision with clear thought to the future direction of the proposal. The proposal provides, for example, social/economic/environmental impact. Comprehensive evidence of need/demand provided including consultations, research and surveys Applicant has clearly demonstrated links with relevant stakeholders and groups as well as strong local partnership and community engagement. Evidence of joint responsibility for delivery of other projects/service. Clear Evidence that sufficient financial resources are/will be in place by the time of transfer and good resource planning for short/ medium/long term sustainability demonstrated. Detailed, realistic and achievable income and expenditure, cash flow forecast provided along with a comprehensive contingency plan. Full evidence that applicant has in place the necessary capabilities to manage the asset. Considerable awareness of the potential impact of the transfer on others, and barriers/challenges clearly identified. Comprehensive information provided on the anticipated social benefit/impact of the transfer and how this will be measured Strong The proposal is cost neutral to the council, it does not impact on council direct delivery of services and there are no restrictions on the asset transfer. Applicant has provided adequate evidence that they are a robust and viable organisation with satisfactory governance arrangements. Applicant has proposed terms, with prices reflecting Market/Fair Value. Satisfactory evidence that the applicant understands the importance of linking to the outcomes of the TPFNL Adequate description of aims, objectives and vision for the proposal. A good understanding of the community benefits including adequate evidence. Need/demand evidence include some consultation and research. Applicant has evidenced some partnership working arrangements. Relevant links with groups also evidenced along with strong community engagement activity. Evidence indicates that sufficient financial resources are/will be in place by the time of transfer and some resource planning has been demonstrated. Satisfactory income and expenditure and cash flow forecast. Some consideration has been given to contingency planning. Satisfactory evidence that applicant has the necessary capabilities to manage the asset. Sufficient awareness of the potential impact of the transfer on others with consideration given to potential barriers/challenges. Adequate information provided on the anticipated social benefit/transfer. Moderate The proposals presents difficulties on the council in terms of one or two of the following – direct cost, council direct delivery of services and or restrictions on the assets transfer. Applicant has evidenced some signs of being robust and viable and partial information provided on governance arrangements. Applicant has proposed terms, with prices well below Market/Fair Value. Limited evidence that the applicant understands the need to ensure the projects reflect one of more of the strands of the TPFNL. Limited description of the aims, objectives and vision for the proposal. Some understanding of the community benefit but not underpinned by substantive evidence. Some evidence of need/demand provided including limited consultations, research and survey Applicant has demonstrated limited links with groups and community engagement activity. Some evidence of partnership working provided. Applicant has demonstrated there are some financial resources in place but all finances may not be available within the timeframe. There is limited evidence of resource planning. Basic income and expenditure and cash flow forecast induced with limited consideration given to contingency planning. Limited evidence to demonstrate capabilities to manage the asset. Some awareness of the potential impact of transfer on others and consideration given to potential barriers/challenges. Minimal information provided on the anticipated social benefit/impact of the transfer. Weak The proposals presents difficulties to the council in terms of cost, council direct delivery of services and restrictions on the asset transfer. Applicant has shown no evidence of being robust and viable and no/little information being provided on governance arrangements Applicant has failed to propose terms or prices. Little or no evidence that the applicant has made a clear connection to the TPFNL Inadequate or no description of aims, objectives and vision for the proposal. Limited reference to community benefit and associated opportunities. No evidence of need/demand provided No/poor evidence of community involvement. No/poor evidence of partnership working Insufficient financial resources currently in place and unlikely to be ready within the Time frame. No evidence to demonstrate resource planning. No income and expenditure and cash flow forecast provided, and no contingency plan outlined. Inadequate or no evidence of capabilities in place to manage the asset. Little or no awareness of the potential impact of the transfer on others or possible barriers/challenges identified. No social benefit/impact monitoring outlined. Very Weak Unlikely to proceed because of ownership restrictions on the asset this would prevent a transfer of responsibility or ownership to another organisation. Applicant has provided no evidence of being robust or viable. Governance arrangement does not meet the criteria for asset transfer. Applicant unsure of securing funding to afford costs. Applicant has no understanding of the TPFNL No description of aims, objectives and vision for the proposal. No reference to community benefit. No evidence of need or demand provided. No evidence of community involvement. No evidence of partnership working. No evidence of financial resources in place. No evidence of resources or financial forecast to predict cash flow. Applicant has provided no evidence of capabilities to manage the asset. No awareness of the potential impact of the transfer on others. No social benefit or impact monitoring in place. Page 95 of 186
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref SP/LP/GS Date 28/04/25 Community Ownership and Management of Assets: Application from Chapelhall Community Development Group for the Asset Transfer of the land at Chapelhall Senior Citizens Centre From Stephen Penman, Chief Officer (Strategy and Engagement) E-mail PenmanSte@northlan.gov.uk PollockLe@northlan.gov.uk Telephone 07947 997750 07814 916564 Executive Summary The purpose of this report is to provide the Communities Committee with the details of a Community Asset Transfer (CAT) request made by Chapelhall Community Development Group (CCDG) to purchase the land which currently sites the former Chapelhall Senior Citizens Centre, Lauchope Street, Chapelhall ML6 8SW (as outlined in Appendix 1 of this report) and to provide information on the outcome of the assessment process together with a recommendation to approve the request. Recommendations It is recommended that the Communities Committee: (1) Considers the detailed assessment of the application against approved criteria, included at Appendix 2, of this report (2) Approves the recommendation by the Community Assets Leadership Group to approve the Community Asset Transfer request from Chapelhall Community Development Group (CCDG) to purchase the land which currently sites the former Chapelhall Senior Citizens Centre as described at appendix 1, subject to finalisation of necessary technical details and satisfactory agreement to the conditions set out in Appendix 2, section 3. The Plan for North Lanarkshire Priority Enhance participation, capacity, and empowerment across our communities Ambition statement (20) Improve the involvement of communities in the decisions, and development of services and supports, that affect them Programme of Work Resilient People Item 5 Page 97 of 186
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1. Background 1.1 Part 5 of the Community Empowerment (Scotland) Act 2015 encourages community- based groups to take control of assets to be utilised for positive outcomes as driven and directed at a local level. Qualifying groups can apply to a relevant authority, which includes local authorities, to either lease or purchase an asset. 1.2 Upon a formal application being made, the relevant authority is bound to carry out an assessment of the request, establish that the applicant is a qualifying body and assess both the sustainability and likely benefit of the asset transfer. Benefits can include social wellbeing, economic benefit and provision of services and activities that would not otherwise be provided. 1.3 In general terms where a group meets qualifying and eligibility criteria, they can apply for almost any asset held by a relevant authority. The asset does not have to be surplus to the council’s operational requirements. Exclusions apply in a few circumstances including: o NLP mortgaged properties o Common Good Assets o Where the council has entered into a legal agreement for sale or demolition of an asset 1.4 If it is determined that the asset is not surplus the council needs to assess the operational benefit of retaining the asset against the potential community benefits because of approving the transfer. An application can be rejected on grounds such as the business model is not sustainable, the group cannot evidence community support or community benefit, or the group cannot demonstrate that they have the capacity to manage the asset. 1.5 In June 2024 the Policy and Strategy Committee approved a new Community Ownership and Management of Assets Policy and associated resources aiming to improve the council’s approach to building capacity and opportunity with organisations looking to take on ownership, lease or management of a council owned asset. The aim is to shift the focus to achieving positive outcomes and using available resources and tools to over time increase the pace and volume of successful outcomes while protecting the business of the council, considering any negative impact on the wider community and managing risk levels. The policy and approach can be accessed here and further information and tools are available on the council website. 2. Report 2.1 The applicant is a registered Scottish Charitable Incorporated Organisation (SCIO), tier 2 incorporated in 2024. 2.2 The organisation has submitted a formal request to purchase to purchase the land which currently sites the former Chapelhall Senior Citizens Centre, Lauchope Street, Chapelhall ML6 8SW (as outlined in Appendix 1 of this report). The proposed financial offer is £36,000, which is slightly over 50% of the site’s estimated market valuation of £71,000. The applicant seeks a discount based on the social value and community benefit the project will generate. 2.3 The proposal outlines a plan for CCDG to use the land CCDG to develop the site into a two-storey modular, multi-use community hub offering a wide range of social, educational, and well-being activities based on identified community needs including Page 98 of 186
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social isolation, youth engagement, food/fuel poverty, and mental health, to all age groups. 2.4 A summary of the scores achieved through assessment is outlined in figure 1 below. Additional details of the proposal and assessment of the application can be found at appendix 2 and in the CAT application and supporting documents available on the council's website here Figure 1. Summary Grading Very Strong Strong Moderate Weak Very Weak 1.Details of the asset x 2.Organisation information x 3.Type of Request x 4.Link to the NL Plan x 5.Community Proposal x 6.Support x 7.Financial Information x 8.Risk/Social Impact x A description of assessment criteria is at appendix 3. 2.5 In line with the council’s Community Ownership and Management Policy and associated scoring process the findings of the Officer Assessment Panel were reported to the Community Asset Leadership Group for consideration. The Group comprises of • Chief Officer (Strategy and Engagement) • Chief Officer (Asset and Procurement) • Chief Officer (Community Operations) • Chief Officer (Legal and Democratic) • Chief Officer (Finance and Technology) 2.6 The recommendation is that the Communities Committee approve application based on the findings of the assessment attached at appendix 2. 3. Measures of success 3.1 Support provided to community groups and organisations as a result of initial CAT or PR enquiries; and 3.2 Positive outcomes or referrals because of initial CAT or PR enquiries. 3.3 Increased completions for transfer of assets to community organisations Page 99 of 186
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4. Supporting documentation 4.1 Community Ownership and Management of Assets Policy and approach here 4.2 Further information and tools are available on the councils website. 4.3 Full application can be accessed on the councils website here 4.4 Appendix 1 – Map of Asset 4.5 Appendix 2 – Assessment of application 4.6 Appendix 3 – Description of assessment 4.7 Equality Impact Assessment will be published here Stephen Penman Chief Officer (Strategy and Engagement) Page 100 of 186
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact?, The recommendation involves the transfer of an asset to community ownership for community use and recognises the associated community benefit that is expected from the proposal. This should benefit the community positively but an EQIA has been undertaken to consider any impact on equalities groups and will be available here If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☒ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The organisation has presented a case for social value discount on the purchase of the land. The offer price is £36,000 which is slightly over 50% of the internal commercial valuation. The case for a discount is reasonable and within an acceptable level which offers a compromise position for both parties. 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 council approach to community Ownership and Management of Assets reflects and supports the requirements of the Community Empowerment (Scotland) Act 2015. Representatives from Legal and Democratic Services are involved in the Corporate Community Ownership and Management of Assets Working Group and the Leadership Group. Page 101 of 186
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5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☒ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☒ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? There is an inherent reputational risk to the council of transferring an asset for community ownership. The main risks identified are around the financial uncertainty and reliance on grant funding and limited opportunity for income generation that is often present for CVS organisations. The proposal provides sufficient assurance risks are tolerable and/or can be mitigated Page 102 of 186
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5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☒ Page 103 of 186
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Appendix 1 Location Map Page 104 of 186
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Appendix 2 Community Asset Transfer Scoring Assessment Name of Organisation/Applicant Chapelhall Community Development Group Details of the Asset Land forming the site of Chapelhall Senior Citizens Centre Community Area/Ward Airdrie Chapelhall (Ward 12 – Airdrie South) Date submitted 16 January 2025 Date of Scoring Panel 31 March 2025 Recommendation from Community Asset Leadership Group Approve Summary comments Chapelhall Community Development Group (CCDG) is a small local charity, recently formed as an umbrella organisation representing four long-standing CVS organisations operating in the Chapelhall area of Airdrie. The charity is looking to purchase the land which currently sites the former Chapelhall Senior Citizens Centre. The charity has offered £36,000. Using the internal valuation figure of £71,000 their offer is equivalent to 50.70%, representing a social value discount of 49.30%. The transfer aligns well with the Council’s objectives under The Plan for North Lanarkshire and the Airdrie Local Outcome Improvement Plan, and offers a sustainable route for enhancing civic participation, improving community wellbeing, and the provision of additional accessible services in Chapelhall. Based on the social, economic, and community benefits outlined, the scoring panel members suggests positive consideration of the request. The proposal offers a reasonable, locally grounded response to community need, and supports the empowerment and self-determination of the Chapelhall community. The charity demonstrates a strong grassroots base, an active volunteer committee with relevant expertise, and community support through events and surveys. They have also been accepted for a stage 2 application to the Scottish Land Fund, which will provide a significant level of funding towards the offer price. The organisation demonstrates: Page 105 of 186
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• Sound governance, • Proven community engagement and delivery capability, • A strong intent to operate to high standards. Approval should reflect the following conditions and further information: • Confirmation of capital funding and a robust capital costing plan supported by quotes or tendered estimates • A detailed operational plan for the first 12–24 months post-transfer, including maintenance, staffing, and contingency arrangements. • Confirmation of planning viability through early engagement with planning officers. Final Decision Summary Grading Very Strong Strong Moderate Weak Very Weak 1.Details of the asset x 2.Organisation information x 3.Type of Request x 4.Link to the NL Plan x 5.Community Proposal x 6.Support x 7.Financial Information x 8.Risk/Social Impact x 1 Details of the Asset: Includes asset status and proposed use. This section asks the council to ensure they are in a position to transfer the asset Notes: Chapelhall Senior Citizens Centre and associated land is owned by North Lanarkshire Council and managedby Community Operations. The asset is eligible for Community Asset Transfer. At the Council meeting held on 10 December 2024, the facility was approved for closure and declared surplus to requirements. CCDG seeks to purchase the land on which the Chapelhall Senior Citizens Centre is situated on Lauchope Street, Chapelhall ML6 8SW. The Council has confirmed that the building will be demolished within the first half of the 2025/26 financial year. Meaning that the transfer of the land can be considered. CCDG proposes to develop the site into a two-storey modular community hub offering a wide range of social, educational, and well-being activities. The group has identified key community needs including social isolation, youth engagement, food/fuel poverty, and mental health, and aims to address these through a multi-use facility accessible to all age groups. Assessment: Page 106 of 186
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Strong: The proposal is cost neutral to the council, it does not impact on council direct delivery of services and there are no restrictions on the asset transfer. 2 Organisational Information – Includes governance and capacity to deliver Notes: CCDG has a clear governance structure with defined roles and responsibilities. They are a Scottish Charitable Incorporated Organisation (SCIO) tier 2 incorporated in 2024. Governance is overseen by a board of trustees, which includes key office bearers: Chair, Vice Chair, Treasurer, Secretary, and Events/Communications Coordinator. The governance framework is credible and proportionate to the scale and ambitions of the project. There is clarity in roles and forward planning for organisational development. There is strong evidence of relevant experience among the charity board and a credible, phased plan has been outlined. • The group is formed from multiple experienced local organisations (e.g., Chapelhall Resilience Project, Over 60s Club, Tenants and Residents Association and Chapelhall Youth Project). • Trustees have significant individual expertise: e.g., the treasurer is a qualified Chartered Accountant; other members have experience in youth work, local government, event planning, and support for older adults. • CCDG has already secured funding to deliver a range of community events (Fun Days, Fairs, support groups). • A phased development plan is presented, starting with interim use of Chapelhall Library and scaling to a modular community hub. • The business plan includes financial forecasts, research on available capital/revenue funding sources, and details of activities proposed to meet the needs of residents. A clear management structure is proposed involving a Hub Committee, Management Steering Group, and Volunteers, with responsibilities outlined for each group. CCDG has demonstrated awareness of its limitations and is actively working to mitigate them through partnership support and strategic planning. For example, capacity gaps have been acknowledged and are being addressed. The business plan identifies the relatively high average age of current volunteers as a potential weakness (succession planning issue). CCDG proposes to recruit volunteers from wider demographics through enhanced communication (e.g., website launch) and community engagement. A move toward paid roles (e.g., full-time Hub Manager and Volunteer Coordinator) is included in Year 2/3 planning Governance support is being provided by Voluntary Action North Lanarkshire (VANL) and others. A comprehensive suite of policies is proposed, though not all are currently in place. The business plan outlines plan for developing policies covering: Health and Safety, Safeguarding, Equality, Data Protection, Volunteering, and Employment among others. It is stated that professional advice will be sought to draft and maintain compliance. While policy intentions are appropriate, some policies may not yet be fully implemented. The commitment to seek expert advice and ensure continuous review indicates a positive and responsible approach, but this area requires monitoring to ensure timely delivery. The information provided is valid and generally strong, with only minor areas (e.g., policy implementation) needing ongoing oversight to ensure full compliance and sustainability. Assessment: Page 107 of 186
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Strong Applicant has provided adequate evidence that they are a robust and viable organisation with satisfactory governance arrangements. 3 Type of request, payment and conditions This section confirms the type of request and seeks and whether or not the price reflects a fair price for the asset taking into consideration community benefit Notes: The type of request is clearly specified as a request for ownership under Section 79(2)(a) of the Community Empowerment (Scotland) Act 2015. This is confirmed in Section 2.1 and 3A of the CAT application form. The charity has proposed a purchase price of £36,000. The request for ownership is both clearly specified and appropriate. The applicant is a registered Scottish Charitable Incorporated Organisation (SCIO), and meets the criteria for a community transfer body, and has demonstrated intention to use the land for sustained and inclusive community benefit. Their business plan outlines a phased modular build of a community hub, aligning well with the ambitions outlined in The Plan for North Lanarkshire. The proposed financial offer is £36,000, which is slightly over 50% of the site’s estimated market valuation of £71,000. The applicant seeks a discount based on the social value and community benefit the project will generate. The proposed price of £36,000 represents a reasonable and fair offer given the projected scale and impact of community benefits. The community hub would deliver significant social return and enhance local amenities. CCDG’s capacity, governance, and phased funding approach support the project’s deliverability and sustainability. Social Value and Community Benefit Drivers supporting the discounted offer price: The application and business plan identifies a reasonable range of community benefits, including: 1.Improved Health and Wellbeing: A safe, inclusive space tackling isolation, offering mental health support, and fostering social interaction. 2. Education and Skills Development: Learning programmes in digital skills, employability, and community leadership. 3. Economic Participation: Creation of volunteering, micro-employment, and social enterprise opportunities. 4. Community Resilience and Empowerment: Building capacity of residents and CVS groups to co-produce services and improve outcomes. 5. Sustainable Land Use and Place Making: Retaining the community footprint, avoiding demolition waste, and introducing low-impact modular infrastructure. Other considerations: 1. Inclusion of standard security in favour of the council to reflect any discount agreed. 2. Public access to pathways included in the title will be required 3. Reserved rights of access to the land for essential repairs, maintenance and access to any utilities. 4. Common right to adjacent car parks will also be offered Assessment: Moderate: Applicant has proposed terms, with prices well below Market/Fair Value. 4 Link to Strategy– How the project links into the vision and ambitions set out in the Plan for North Lanarkshire (TPFNL) Page 108 of 186
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Notes: The proposal demonstrates a clear and credible link to the Council’s Plan for North Lanarkshire. The business plan explicitly references the Council’s strategic goals, stating that the proposed Community Hub will contribute to all five of the Plan’s priorities. The applicant articulates how their proposal aligns with The Plan for North Lanarkshire, suggesting a well-informed understanding of local strategic priorities. This strengthens the strategic relevance and validity of the application. The business plan references the Airdrie Local Outcome Improvement Plan, which covers Chapelhall. The project addresses key LOIP themes, including: • COVID-19 Recovery and Renewal • Mental Health and Emotional Wellbeing • Poverty and inequality The planned activities at the hub, such as youth engagement, senior citizen support, mental wellbeing activities, and a community café, are directly relevant to these priorities. The linkage to LOIP priorities has been identified and is appropriate. The activities outlined address local social issues and suggest a realistic intention to contribute to community- level outcomes. There is evidence that the project is aligned with and will support long-term outcomes, such as: • Community Wealth Building: The project promotes local economic activity by planning partnerships with local retailers and generating footfall that supports the village economy • Equality and Inclusion: The hub is designed to be open to all, with targeted support for isolated seniors, youth, parents, and residents with limited digital or financial literacy. • Economic Development: Volunteer and employment opportunities are expected to grow as the hub develops, with possible future paid roles such as a Hub Manager and Volunteer Coordinator. The site development is expected to enhance the village’s physical environment and attractiveness for residents and visitors. The application and business plan demonstrates strategic alignment with North Lanarkshire Council’s priorities. The links to national and local policy objectives are made and are supported by realistic, phased plans. The proposal if accepted, should enable a community-led approach to delivering positive long-term outcomes for Chapelhall and surrounding areas. Assessment: Moderate: Limited evidence that the applicant understands the need to ensure the projects reflect one of more of the strands of the TPFNL. 5 Community Proposal – Includes project aims, community engagement and community benefit/need Notes: Aims and Intended Outcomes: CCDG’s stated aims are to: • Improve social wellbeing and mental health. • Combat solitude, poverty, and loneliness. • Create a multi-functional community hub for all age groups. • Promote volunteering, civic engagement, and lifelong learning. Page 109 of 186
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• Enhance local partnerships and support services (e.g., Citizens Advice, health support, youth engagement). Intended Outcomes (3-Year Forecast) include: • 20–40 regular volunteers. • Daily engagement of 100+ older adults. • 50–100 young people participating in youth programmes. • 50+ young parents supported through peer activities. • 100+ residents accessing advice/health support. • Increased local footfall benefiting local businesses. The organisational aims are clearly articulated, relevant to the local context, and respond well to identified community needs. The intended outcomes are realistic and evidence- based, supported by data gathered through community consultation and current engagement with the users of the library-based provision. The phased approach to development, coupled with the financial projections and strong governance, indicates a well-prepared and deliverable proposal. Community Engagement: CCDG used a multi-layered approach to community engagement including: - Surveys: Survey Monkey (308 responses): 93.18% supported the CAT proposal; over 80% indicated a willingness to help by attending meetings, volunteering, or providing financial support. Fun Day Questionnaire: (85 respondents): 97% supported the CAT; 40% volunteered for future events; 77% would use the Hub. Events-Based Engagement: Major community events such as the Christmas Fayre (500+ attendees), Fun Days, and Pumpkin Picking served as both engagement and feedback opportunities. Partnerships & Media: Ongoing partnership with Chapelhall Library to run “mini-Hub” activities and gather further community insights. Media outreach through Facebook and local channels has generated high interest in upcoming initiatives (e.g., proposed Gala Day). The community engagement approach taken by CCDG is strong and appropriate. It combines both digital and in-person methods, including inclusive community events and formal surveys. Their methodology not only demonstrates significant local support but also identifies local needs and priorities directly from residents. The response rates are good for a village of approximately 7,000 people, and the integration of feedback into i programme planning and improvement work reflects good practice. Overall, CCDG’s engagement approach is credible, proportionate, and robust. Social Benefit for Charity Members For the four CVS organisations operating under CCDG umbrella, the hub will: • Provide a central, permanent base for collaboration • Enable shared resources and facilities • Enhance their delivery capacity and impact • Offer cross-referral opportunities for beneficiaries • Foster new projects through co-working and joint planning Social Benefit for Local Residents Residents of Chapelhall will benefit from: • A welcoming, accessible space for all age groups • Delivery of health, wellbeing, learning, and employability programmes • Opportunities to volunteer, engage, and lead • A hub that reflects and responds to community priorities Page 110 of 186
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• Improved social cohesion and reduced isolation The proposed modular hub will act as a focal point for community activity and offer residents a stake in shaping services that matter to them. Social Value Commitment Overall, the proposal demonstrates clear, credible and substantial social value calculation of £43,163.33 for all free to access services per annum. Over five years this amounts to £215,816.65 Inclusivity for the Wider Community: The charity’s activities and outreach span across all age groups, with specific provision for: • Youth (drop-ins, clubs, citizenship programmes) • Older adults (social groups, befriending, tailored programming) • Families and toddlers (playgroups, parental support) • People experiencing poverty or isolation (pop-in café, advice sessions) • Minority groups and people with disabilities are welcomed through inclusive messaging and infrastructure commitments (e.g., accessible design, drop-in access). The proposal commits to: • Equality, Diversity & Inclusion policies. • Welcoming people “regardless of age, gender, physical capabilities, religion or any other section of our community.” • Engaging with varied community organisations including churches, schools, and community police. The proposal is highly inclusive in both vision and design. While the documents do not provide specific ethnic or cultural demographic data for the village, CCDG clearly articulates a non-discriminatory, welcoming approach and outlines specific measures (policy development, accessible design, intergenerational programming) to support this. Future inclusivity could be further enhanced by collecting demographic participation data and proactively reaching underrepresented groups. CCDG presents a well-evidenced, inclusive, and community focused proposal for the community asset transfer. Their engagement methods are strong, their goals are clear and achievable, and they demonstrate a genuine commitment to building a space that reflects and serves the diversity of Chapelhall. Assessment: Strong: Adequate description of aims / objectives and vision for the proposal. A good understanding of the community benefits including adequate evidence. Need/demand evidence include some consultation and research. 6 Support – Includes stakeholder engagement and partnership working This section looks Including evidence community and stakeholders have been engaged Notes: Support from wider community and key stakeholders: CCDG has gathered feedback from two surveys (refer to section 5 – community engagement above). The organisation has made a credible effort to demonstrate community support. While the sample sizes are modest, they are good for a village. The consistency and strength of positive feedback indicate a high level of community backing. Partnership Working and Collaborations: Page 111 of 186
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CCDG has secured a Partnership Agreement (Licence to Occupy) with Chapelhall Library, using it as a “mini-Hub” to run activities prior to the new build. Active working relationships exist with: • Community Enterprise (business planning) • Voluntary Action North Lanarkshire (volunteering and governance) • NLC – Community Partnership Team (local team and community ownership support) • Local schools and churches • Bio City complex, offering use of its car park for major events. • Collaboration with groups such as Citizens Advice, health and community police services, and potential intergenerational programmes with local schools. The breadth and nature of these partnerships are notable and well aligned to the project’s aims. The involvement of strategic and operational partners demonstrates the group’s collaborative capacity. Letters of Support / Consultation Findings: The application references letters of support from local councillors and parliamentarians Community consultation evidence have also been submitted. The 2018 Coalfields Community Action Plan, which prioritised the development of a community hub has also been referenced. All supporting evidence is clear, methodologically sound, and relevant. The alignment with a published community action plan adds further credibility. Level of Support: CCDG has demonstrated support from a notable segment of the population and from relevant stakeholder groups. Their phased development approach (starting with the library mini hub) is proportionate to the anticipated scale and ensures early proof of demand before full implementation. The level of support shown is proportionate to the proposed project’s ambition and potential community impact. The phased delivery model helps to manage risk and aligns well with the scale of demonstrated support. Assessment: Strong: Applicant has evidenced some partnership working arrangements. Relevant links with groups also evidenced along with strong community engagement activity. 7 Financial Information – Includes fundraising, financial planning and management We will seek clarification of funding being in place or any potential delay in funding being in place in time for the final transfer deadline. Notes: The budget and income projections have been supplied, and whilst they are generally realistic, they seem conservative. However, capital estimates remain indicative until planning and final supplier procurement is completed. Overall, the level of financial planning is appropriate for the project’s current stage. If the transfer is approved, it may be prudent to request additional financial information before the sale transaction is completed. The charity has provided 3 years of financial projections, year-by-year income and expenditure forecasts are included, showing a surplus in Year 1 (£17,190), small deficit in year 3(-£73), and a marginal surplus in Year 3 (£3). Income projections are based on activity fees, café income, fundraising, and modest grant funding. Assumptions are conservative (e.g., £2 spend per café visitor, average 25–100 daily users). There is a worry that the business model may not be sustainable in the longer term, linked to usage numbers and potential cash flow issues. Page 112 of 186
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Revenue assumptions include £6,000 annually in grant income, though sources are not yet confirmed for the Hub (they have previously secured VANL and NLC funds). Capital costs are provided, including modular building phases, furnishings, legal fees, and site enhancements, totalling £775,600 across three years. Costings are based on indicative supplier quotes (e.g., Portakabin Ltd), with plans to firm up costs post-CAT approval. CCDG is progressing with a Stage 1 Scottish Land Fund application and anticipates funding support for land purchase and development. The charity has identified other capital funding options including: - Community Ownership Fund, National Lottery Heritage Fund, Garfield Weston Foundation, Robertson Trust, and others. However, no capital grants are yet secured. While key potential funders are identified and eligibility is reasonable, capital and revenue funding are not yet secured. The project is dependent on successful outcomes from several competitive grant processes. The modular construction approach allows for phased development, providing flexibility to scale the project in line with funding availability. However, CCDG acknowledges that timelines may shift depending on funder decisions and proposes adjusting development pace accordingly. Plans to generate modest earned income (café, activities, hall hire) help build resilience, and existing “mini-Hub” experience will provide baseline revenue data. No formal financial contingency or reserve fund is described in the forecasts, but the operating model is low-risk in early stages (volunteer-led, no salaried staff in Year 1). Financial planning demonstrates an understanding of risk and includes practical contingencies through phased construction and income diversification. A formal reserves policy or contingency fund would strengthen this further. Year 1–3 forecasts indicate break-even or small surpluses, with steadily increasing income from café and activity fees offsetting operational costs. Sustainability is based on maintaining high volunteer engagement and modest external fundraising. Plans to explore limited staff recruitment (e.g., Hub Coordinator in Year 2–3) are flagged and financially modelled. Long-term income relies heavily on continued community participation, partnerships, and goodwill, which are well-supported by surveys and engagement. The project has notionally mentioned some credible path to financial sustainability, particularly through phased growth, local engagement, and diversified income. Continued funding vigilance and formalisation of a reserve’s plan will be important to manage risk beyond Year 3. Other information: The proposed sale of the land to CCDG is expected to result in several financial benefits and avoided costs to the Council over a 5-year period: A) Revenue and Operational Savings Small annual savings of £3,800 per year is expected. Equating to £19,000 over a five-year period. B) Avoided Capital Investment Costs The building has fallen into significant disrepair and is no longer fit for purpose. To return the facility to a usable standard, substantial capital investment would be required. Based on similar facilities and the scale of CCDG’s modular replacement plans, it is reasonable to speculate that the capital refurbishment costs to bring the existing facility up to modern standards (including accessibility, energy efficiency, and interior fit-out) could exceed Page 113 of 186
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£300,000–£500,000, and could potentially more than the full modular rebuild proposed by CCDG. Assessment: Moderate: Applicant has demonstrated there are some financial resources in place, but all finances may not be available within the timeframe. There is limited evidence of resource planning. Basic income and expenditure and cash flow forecast induced with limited consideration given to contingency planning. 8 Risk/Social Impact – Includes potential impact and barriers/challenges and understanding of managing the asset. Notes: Key Risks: A few risks have been identified: Delivery Risk: The project is ambitious, involving phased construction of a modular hub with significant capital costs (approx. £775,600 over 3 years). There is dependency on securing multiple external grants, with only Scottish Land Fund Stage 2 currently being progressed. Without confirmed capital funding, the full delivery is at risk. Volunteer Dependency: Initial operations rely entirely on volunteers. While CCDG has a strong cohort of volunteers and community goodwill, sustainability could be threatened by burnout or lack of capacity, especially if demand grows or unforeseen operational issues arise. Governance Risk: The charity has identified that the average age of trustees and volunteers is relatively high. While they are actively recruiting younger volunteers, lack of succession could impact governance and continuity. Financial Risk: Income projections are conservative but still require consistent activity levels and community engagement to avoid operating deficits, particularly in Year 2 where a small deficit is forecast. Revenue generation from activities and café usage is untested at the scale anticipated. Responsibilities relating to asset management CCDG has outlined a phased development approach, including indicative costs and staged building. Plans include site security, compliance with health and safety, and discussions with planning authorities. Hub management arrangements have been mentioned, with roles defined for a hub manager and a volunteer coordinator in later years. There is awareness of policy needs (e.g. health & safety, safeguarding, GDPR, etc.) and intent to seek professional support. However, there is limited detail on long-term maintenance planning, lifecycle costs of modular buildings, or risk mitigation for asset deterioration. A full maintenance strategy or reserves policy beyond early operating years is not yet evidenced. Albeit there is opportunity for the organisation to develop these should a positive agreement be reached. Wider social impact (positive or negative) Positive Impacts: The proposal clearly addresses key local challenges: social isolation, lack of amenities, youth engagement, and poverty. Page 114 of 186
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• Delivery of broad programme of activities (youth work, older people’s groups, adult learning, café/drop-in, advice clinics). • Extensive community engagement evidence strong local support (93%+ approval in surveys). • Potential for place-making and increased footfall in the village high street, with positive spill-over effects for local businesses. • Aligns well with North Lanarkshire’s priorities for community empowerment, mental wellbeing, and local regeneration. Environmental and Economic Impacts: • Modular buildings reduce environmental disruption and offers flexibility. • The redevelopment of a soon to be vacant site is likely to improve the village’s visual appeal and property perceptions. No significant negative impacts were identified, and the group has been proactive in considering community collaboration rather than competition. Barriers to success a. Funding Availability: While a broad range of potential funders is identified, competition for capital and revenue grants remains high, and CCDG’s full financial model is dependent on external sources. b. Build and Planning Constraints: The site requires demolition, and modular building plans must be approved. Any delays here could slow progress significantly. c. Skills and Capacity: While current committee members bring relevant experience (finance, youth work, events), the delivery of a complex capital and community project may still require external professional support. d. Digital and Operational Readiness: Plans for website, digital booking systems, and data monitoring are still under development. The success of operations will rely on effective communications, impact monitoring, and efficient use of digital tools. CCDG has demonstrated a strong community mandate, a clear vision, and a reasonable understanding of what it takes to deliver a phased community hub project. The business plan shows early due diligence in governance, programming, and community need. However, the application is ambitious relative to current capacity. The organisations plans are credible but would benefit from: • Firm confirmation of capital funding before progressing. • More detailed long-term asset maintenance and staffing models. • Strengthening volunteer succession and developing paid roles earlier, if viable. Assessment: Moderate: Limited evidence to demonstrate capabilities to manage the asset. Some awareness of the potential impact of transfer on others and consideration given to potential barriers/challenges. Minimal information provided on the anticipated social benefit/impact of the transfer. Page 115 of 186
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Appendix 3 Description of Scoring Criteria 1.Details of the asset; Includes asset status and proposed use. This section asks the council to ensure they are in a position to transfer the asset 2.Organisation information; Includes governance and capacity to deliver 3.Type of Request: This section confirms the type of request and seeks and whether or not the price reflects a fair price for the asset taking into consideration community benefit 4.Link to the Plan for North Lanarkshire: How the project links into the vision and ambitions set out in the Plan for North Lanarkshire (TPFNL) 5.Community Proposal: Includes project aims, community engagement and community benefit/need 6.Support: Includes stakeholder engagement and partnership working. This section looks Including evidence community and stakeholders have been engaged 7.Financial Information; Includes fundraising, financial planning and management. We will seek clarification of funding being in place or any potential delay in funding being in place in time for the final transfer deadline. 8.Risk/Social Impact Includes potential impact and barriers/challenges and understanding of managing the asset. Very Strong The proposal has a cost saving, does not impact on council direct delivery or service and there are no restrictions on the asset transfer. Applicant has clearly evidenced that they are a robust and viable organisation with effective governance arrangements in place. Applicant has proposed acceptable terms, with prices reflecting Market/Fai Applicant has clearly evidenced that their project links into the key themes of TPFNL Full consideration has been given to the aims, objectives and vision with clear thought to the future direction of the proposal. The proposal provides, for example, social/economic/environmental impact. Comprehensive evidence of need/demand provided including consultations, research and surveys Applicant has clearly demonstrated links with relevant stakeholders and groups as well as strong local partnership and community engagement. Evidence of joint responsibility for delivery of other projects/service. Clear Evidence that sufficient financial resources are/will be in place by the time of transfer and good resource planning for short/ medium/long term sustainability demonstrated. Detailed, realistic and achievable income and expenditure, cash flow forecast provided along with a comprehensive contingency plan. Full evidence that applicant has in place the necessary capabilities to manage the asset. Considerable awareness of the potential impact of the transfer on others, and barriers/challenges clearly identified. Comprehensive information provided on the anticipated social benefit/impact of the transfer and how this will be measured Strong The proposal is cost neutral to the council, it does not impact on council direct delivery of services and there are no restrictions on the asset transfer. Applicant has provided adequate evidence that they are a robust and viable organisation with satisfactory governance arrangements. Applicant has proposed terms, with prices reflecting Market/Fair Value. Satisfactory evidence that the applicant understands the importance of linking to the outcomes of the TPFNL Adequate description of aims, objectives and vision for the proposal. A good understanding of the community benefits including adequate evidence. Need/demand evidence include some consultation and research. Applicant has evidenced some partnership working arrangements. Relevant links with groups also evidenced along with strong community engagement activity. Evidence indicates that sufficient financial resources are/will be in place by the time of transfer and some resource planning has been demonstrated. Satisfactory income and expenditure and cash flow forecast. Some consideration has been given to contingency planning. Satisfactory evidence that applicant has the necessary capabilities to manage the asset. Sufficient awareness of the potential impact of the transfer on others with consideration given to potential barriers/challenges. Adequate information provided on the anticipated social benefit/transfer. Moderate The proposals presents difficulties on the council in terms of one or two of the following – direct cost, council direct delivery of services and or restrictions on the assets transfer. Applicant has evidenced some signs of being robust and viable and partial information provided on governance arrangements. Applicant has proposed terms, with prices well below Market/Fair Value. Limited evidence that the applicant understands the need to ensure the projects reflect one of more of the strands of the TPFNL. Limited description of the aims, objectives and vision for the proposal. Some understanding of the community benefit but not underpinned by substantive evidence. Some evidence of need/demand provided including limited consultations, research and survey Applicant has demonstrated limited links with groups and community engagement activity. Some evidence of partnership working provided. Applicant has demonstrated there are some financial resources in place but all finances may not be available within the timeframe. There is limited evidence of resource planning. Basic income and expenditure and cash flow forecast induced with limited consideration given to contingency planning. Limited evidence to demonstrate capabilities to manage the asset. Some awareness of the potential impact of transfer on others and consideration given to potential barriers/challenges. Minimal information provided on the anticipated social benefit/impact of the transfer. Weak The proposals presents difficulties to the council in terms of cost, council direct delivery of services and restrictions on the asset transfer. Applicant has shown no evidence of being robust and viable and no/little information being provided on governance arrangements Applicant has failed to propose terms or prices. Little or no evidence that the applicant has made a clear connection to the TPFNL Inadequate or no description of aims, objectives and vision for the proposal. Limited reference to community benefit and associated opportunities. No evidence of need/demand provided No/poor evidence of community involvement. No/poor evidence of partnership working Insufficient financial resources currently in place and unlikely to be ready within the Time frame. No evidence to demonstrate resource planning. No income and expenditure and cash flow forecast provided, and no contingency plan outlined. Inadequate or no evidence of capabilities in place to manage the asset. Little or no awareness of the potential impact of the transfer on others or possible barriers/challenges identified. No social benefit/impact monitoring outlined. Very Weak Unlikely to proceed because of ownership restrictions on the asset this would prevent a transfer of responsibility or ownership to another organisation. Applicant has provided no evidence of being robust or viable. Governance arrangement does not meet the criteria for asset transfer. Applicant unsure of securing funding to afford costs. Applicant has no understanding of the TPFNL No description of aims, objectives and vision for the proposal. No reference to community benefit. No evidence of need or demand provided. No evidence of community involvement. No evidence of partnership working. No evidence of financial resources in place. No evidence of resources or financial forecast to predict cash flow. Applicant has provided no evidence of capabilities to manage the asset. No awareness of the potential impact of the transfer on others. No social benefit or impact monitoring in place. Page 116 of 186
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref SP/LP/GS Date 28/04/25 Community Ownership and Management of Assets: Application from Deaf Services Lanarkshire for the Asset Transfer of Shawhead Community Centre From Stephen Penman, Chief Officer (Strategy and Engagement) E-mail PenmanSte@northlan.gov.uk PollockLe@northlan.gov.uk Telephone 07947 997750 07814 916564 Executive Summary The purpose of this report is to provide the Communities Committee with the details of a Community Asset Transfer (CAT) request made by Deaf Services Lanarkshire for the transfer of Shawhead Community Centre, located at 14 Berwick Street, Coatbridge, ML5 4NH. (as outlined in Appendix 1 of this report) and to provide information on the outcome of the assessment process together with a recommendation to approve the request. Recommendations It is recommended that the Communities Committee: (1) Considers the detailed assessment of the application against approved criteria, included at Appendix 2, of this report (2) Approves the recommendation by the Community Assets Leadership Group to approve the Community Asset Transfer request from Deaf Services Lanarkshire for Shawhead Community Centre as described at appendix 1 subject to finalisation of necessary technical details and satisfactory agreement to the conditions set out in Appendix 2, section 3. The Plan for North Lanarkshire Priority Enhance participation, capacity, and empowerment across our communities Ambition statement (20) Improve the involvement of communities in the decisions, and development of services and supports, that affect them Programme of Work Resilient People Item 6 Page 117 of 186
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1. Background 1.1 Part 5 of the Community Empowerment (Scotland) Act 2015 encourages community- based groups to take control of assets to be utilised for positive outcomes as driven and directed at a local level. Qualifying groups can apply to a relevant authority, which includes local authorities, to either lease or purchase an asset. 1.2 Upon a formal application being made, the relevant authority is bound to carry out an assessment of the request, establish that the applicant is a qualifying body and assess both the sustainability and likely benefit of the asset transfer. Benefits can include social wellbeing, economic benefit and provision of services and activities that would not otherwise be provided. 1.3 In general terms where a group meets qualifying and eligibility criteria, they can apply for almost any asset held by a relevant authority. The asset does not have to be surplus to the council’s operational requirements. Exclusions apply in a few circumstances including: o NLP mortgaged properties o Common Good Assets o Where the council has entered into a legal agreement for sale or demolition of an asset 1.4 If it is determined that the asset is not surplus the council needs to assess the operational benefit of retaining the asset against the potential community benefits because of approving the transfer. An application can be rejected on grounds such as the business model is not sustainable, the group cannot evidence community support or community benefit, or the group cannot demonstrate that they have the capacity to manage the asset. 1.5 In June 2024 the Policy and Strategy Committee approved a new Community Ownership and Management of Assets Policy and associated resources aiming to improve the council’s approach to building capacity and opportunity with organisations looking to take on ownership, lease or management of a council owned asset. The aim is to shift the focus to achieving positive outcomes and using available resources and tools to over time increase the pace and volume of successful outcomes while protecting the business of the council, considering any negative impact on the wider community and managing risk levels. The policy and approach can be accessed here and further information and tools are available on the council website. 2. Report 2.1 Deaf Services Lanarkshire (DSL) is a Scottish Charitable Incorporated Organisation (SCIO), charity number SCO43457. The organisation has submitted a formal request to purchase Shawhead Community Centre, located at 14 Berwick Street, Coatbridge, ML5 4NH. DSL has provided a grid reference (55.84562, -4.02170), a description of the full site including the building, fenced grass area to the rear, and the side car park. They have also included additional adjacent land for potential car park expansion. The organisation has offered to purchase the asset for £30,000. The asset has a commercial value of £90,000. Page 118 of 186
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2.2 The proposal outlines a plan for DSL to use the centre as a dedicated hub for the Deaf Community, delivering interpreting and translation services, BSL courses, a drop-in advocacy centre, social groups, deaf awareness training, and community engagement activities. The organisation plans to retain and support existing user groups (e.g. toddler groups, fitness classes, stroke survivors, dance/music groups), and offer room hire for events (e.g. weddings, community functions). And plans to operate the centre 50 weeks per year, from 9am–4:30pm weekdays, with additional evening and weekend access for community use. 2.3 A summary of the scores achieved through assessment is outlined in figure 1 below. Additional details of the proposal and assessment of the application can be found at appendix 2 and in the CAT application and supporting documents available on the council's website here Figure 1. Summary Grading Very Strong Strong Moderate Weak Very Weak 1.Details of the asset x 2.Organisation information x 3.Type of Request x 4.Link to the NL Plan x 5.Community Proposal x 6.Support x 7.Financial Information x 8.Risk/Social Impact x A description of assessment criteria is at appendix 3 2.4 In line with the council’s Community Ownership and Management Policy and associated scoring process the findings of the Officer Assessment Panel were reported to the Community Asset Leadership Group for consideration. The Group comprises of: • Chief Officer (Strategy and Engagement) • Chief Officer (Asset and Procurement) • Chief Officer (Community Operations) • Chief Officer (Legal and Democratic) • Chief Officer (Finance and Technology) 2.5 The recommendation is that the Communities Committee approve application based on the findings of the assessment attached at appendix 2. 3. Measures of success 3.1 Support provided to community groups and organisations as a result of initial CAT or PR enquiries; and 3.2 Positive outcomes or referrals because of initial CAT or PR enquiries. 3.3 Increased completions for transfer of assets to community organisations. Page 119 of 186
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4. Supporting documentation 4.1 Community Ownership and Management of Assets Policy and approach here 4.2 Further information and tools are available on the councils website. 4.3 Full application can be accessed on the councils website here 4.4 Appendix 1 – Map of Asset 4.5 Appendix 2 – Assessment of application 4.6 Appendix 3 – Description of assessment 4.7 Equality Impact Assessment will be published here Stephen Penman Chief Officer (Strategy and Engagement) Page 120 of 186
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact?, The recommendation involves the transfer of an asset to community ownership for community use and recognises the associated community benefit that is expected from the proposal. This should benefit the community positively but an EQIA has been undertaken to consider any impact on equalities groups and will be available here 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? As outlined in the assessment at appendix 2, the asset has been assessed as having a commercial value of £90,000. The offered a price of £30,000 to purchase/lease the land represents a significant discount. However, the discount is offset by the expected measurable financial benefits for North Lanarkshire Council as summarised at q 7 of the appended assessment including Revenue and Operational Savings, Avoided Closure and Demolition Costs and Avoided Capital Investment Costs. 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 council approach to community Ownership and Management of Assets reflects and supports the requirements of the Community Empowerment (Scotland) Act 2015. Representatives from Legal and Democratic Services are involved in the Page 121 of 186
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Corporate Community Ownership and Management of Assets Working Group and the Leadership Group. 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☒ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☒ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? There is an inherent reputational risk to the council of transferring an asset for community ownership. The main risks identified are around change management and the potential for displacement of existing users of the asset as well as the financial uncertainty and reliance on grant funding and limited opportunity for income generation that is often present for CVS organisations. The proposal provides sufficient assurance risks are tolerable and/or can be mitigated Page 122 of 186
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5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☒ Page 123 of 186
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Appendix 1 Location Map Page 124 of 186
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Appendix 2 Community Asset Transfer Scoring Assessment Name of Organisation/Applicant Deaf Services Lanarkshire Details of the Asset Shawhead Community Centre Community Area/Ward Coatbridge Shawhead (Ward 11 – Coatbridge South) Date submitted 17 January 2025 Date of Scoring Panel 28 March 2025 Recommendation from Leadership Group Approve Summary comments Deaf Services Lanarkshire (DSL), a Scottish Charitable Incorporated Organisation (SCIO), has submitted a Community Asset Transfer (CAT) request under the Community Empowerment (Scotland) Act 2015 to acquire ownership of Shawhead Community Centre, Coatbridge, for £20,000. DSL proposes to relocate and expand its services to this site, citing the limitations of their current premises and the growing needs of the Deaf community in North Lanarkshire. Key features of their proposal include: - • Full ownership of the building, carpark and associated outside space, plus adjacent open space grounds (to allow for an extension to the carpark) • Continued access for existing user groups alongside DSL’s daytime service delivery. • Plans to enhance service provision, including drop-in support, British Sign Language (BSL) education, and social and health activities. • Proposed building improvements and long-term community benefit, aligning with North Lanarkshire Council’s strategic priorities. DSL originally offered 22% of the £90,000 commercial valuation, based on their own commissioned valuation of the asset. They have since increased their offer to £30,000. which still reflects a significant discount justified by the measurable social value and community benefits this transfer will deliver. While it is some time since this valuation was carried out, and it takes into account only the building and not the wider area of land (which can be assumed to increase the value), it is considered that the benefits align with The Plan for North Lanarkshire and the Coatbridge Local Outcome Improvement Plan. DSL is an experienced and established organisation, already providing services across Lanarkshire, and it has secured community and political support for the proposal. Page 125 of 186
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Summary Grading Very Strong Strong Moderate Weak Very Weak 1.Details of the asset x 2.Organisation information x 3.Type of Request x 4.Link to the NL Plan x 5.Community Proposal x 6.Support x 7.Financial Information x 8.Risk/Social Impact x 1 Details of the Asset: Includes asset status and proposed use. This section asks the council to ensure they are in a position to transfer the asset Notes: Shawhead Community Centre is an operational asset owned by North Lanarkshire Council. The property is therefore eligible for community asset transfer. At this time there is no known legal reasons to prevent the consideration of the asset transfer request received. The asset in question is Shawhead Community Centre, located at 14 Berwick Street, Coatbridge, ML5 4NH. DSL has provided a grid reference (55.84562, -4.02170), a description of the full site including the building, fenced grass area to the rear, and the side car park. They have also included additional adjacent land for potential car park expansion. They reference a conditions survey (prepared by DM Hall) outlining required repairs, noting issues such as the flat roof’s limited lifespan and a total of £161,600 in projected maintenance costs over 10 years, including £11,500 in urgent works within the first year The proposed use is clearly defined and appears feasible. DSL intends to use the centre as a dedicated hub for the Deaf Community, delivering interpreting and translation services, BSL courses, a drop-in advocacy centre, social groups, deaf awareness training, and community engagement activities. The organisation plans to retain and support existing user groups (e.g. toddler groups, fitness classes, stroke survivors, dance/music groups), and offer room hire for events (e.g. weddings, community functions). DSL plans to operate the centre 50 weeks per year, from 9am–4:30pm weekdays, with additional evening and weekend access for community use. The proposed use is well-aligned with the current status and condition. The building is already used as a community centre, and DSL’s proposal continues and expands this purpose, making fuller use of underused facility. DSL’s proposal includes plans to accommodate existing users with minimal disruption, and they have consulted with local groups to support this. The physical condition of the asset is considered. DSL plans minor reconfiguration for offices and classrooms, routine maintenance, and future improvements (e.g. roof, accessibility, community garden, kitchen upgrades) phased in line with funding and priorities. Page 126 of 186
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Their usage plans take advantage of the existing layout, including social spaces, kitchen, stage, and storage areas, while committing to required repairs and upgrades as outlined in the condition survey. Assessment: Very Strong: The proposal has a cost saving, does not impact on council direct delivery or service and there are no restrictions on the asset transfer 2 Organisational Information – Includes governance and capacity to deliver Notes: Deaf Services Lanarkshire is a well-established charity dedicated to empowering the deaf and hard of Hearing community through: • Advocacy and rights-based support • British Sign Language (BSL) interpreting and communication services • Peer support, mental health services, and inclusive events • Community integration projects and digital inclusion work • Partnerships with local authorities and third sector agencies Organisational Strengths noted include • Strong governance and financial controls • Proven delivery track record with public and third sector funders • Significant community trust and cultural competency • Well established networks across North Lanarkshire’s Deaf and wider CVS communities Deaf Services Lanarkshire (DSL) is a Scottish Charitable Incorporated Organisation (SCIO), charity number SCO43457. They are governed by a Board of Trustees which includes individuals with experience in legal requirements, HR, recruitment, health and safety, and financial management. The Service Manager oversees operations and facilities management, supported by Support/Admin Staff, and SQA Co-ordinator for training-related work. They have been operational since 2011 and has grown year-on-year, providing interpretation, drop-in support, advocacy, training, and awareness services across Lanarkshire and Greater Glasgow. They are an SQA-approved training centre with qualified sign language tutors and verifiers. DSL currently manages rented premises independently, paying for rent, utilities, insurance, and fulfilling all health and safety and building management obligations. They plan to replicate these practices at Shawhead Community Centre should they be successful. DSL has produced a phased improvement and maintenance plan for the building, addressing items highlighted in the condition survey and planning potential future developments (e.g. parking expansion, roof renewal, garden creation). Existing community groups are to be accommodated in the new arrangement, with efforts to minimise disruption, showing understanding of user needs and a strategy for smooth transition. Some capacity gaps have been identified, and acknowledged with mitigation plans in place around Page 127 of 186
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• Janitorial/Maintenance Role: DSL states the need to recruit a janitor/maintenance worker, acknowledging the importance of building upkeep and user safety. • Facility-specific skills: DSL will develop or adapt existing policies and procedures to reflect their new responsibilities as property owners, including updated risk assessments and staff training in deaf awareness and building safety. • Transition Planning: DSL recognises that transitioning to the new space requires attention to operational detail (e.g. room booking systems, event coordination), and they have stated a commitment to meeting with existing users and managing overlaps or changes collaboratively. The charity has completed an organisational health check supported by Voluntary Action North Lanarkshire and the main policies and procedures have been verified following NLC assessment for grant funding purposes. Including, but not limited to those covering financial management, health and safety, staff training and Protection of Vulnerable Groups and Disclosure checks. Further development and review work has been acknowledged. DSL notes that current procedures will be reviewed and updated as part of the asset transfer process to ensure suitability for managing a multi-use public building. While the application does not include the policies themselves, there is clear recognition of the need to review and adapt them, demonstrating an understanding of their responsibilities as a community asset holder. Assessment: Very Strong: Applicant has clearly evidenced that they are a robust and viable organisation with effective governance arrangements in place. 3 Type of request, payment and conditions This section confirms the type of request and seeks and whether or not the price reflects a fair price for the asset taking into consideration community benefit Notes: The charity is looking to purchase Shawhead Community Centre, located at 14 Berwick Street, Coatbridge, ML5 4NH. The asset has been assessed as having a commercial value of £90,000. DSL originally offered £20,000. Even considering the social value and community benefit, there was a consensus by the scoring panel members that the offer price was at the low end, and they subsequently increased their offer to £30,000. A full description of the request has been provided and consist of the full site, including the building, fenced grass area to the rear, and the side car park. Their increased offer also includes additional adjacent land for a potential car park expansion. Proposed Community Benefits: Research across the UK (e.g. from MyCommunity.org.uk, Locality, and the Scottish Government’s guidance on CAT) identifies that CATs succeed when the value to community wellbeing is demonstrable. DSL’s proposal provides strong examples: 1. Tackling Isolation and Health Inequality: Deaf individuals are at higher risk of mental health issues due to exclusion. A Deaf-led community hub provides culturally accessible services and connection. 2. Lifelong Learning and Employability: DSL will provide training and volunteering opportunities, particularly in BSL, communication support, and digital skills. Page 128 of 186
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3. Community Cohesion: By keeping the space open to existing users and other community groups, DSL encourages cross-community collaboration and integration. 4. Asset Sustainability: DSL has committed to invest in and maintain the building, ensuring a long-term, financially sustainable future. 5. Equalities and Rights Realisation: Aligning with the BSL (Scotland) Act 2015, the centre will promote equal access to services and civic life for Deaf individuals. This asset transfer recognises and redresses historic disadvantage by creating a safe, empowering space for the Deaf community. It promotes rights, wellbeing, and visibility, supporting a long-marginalised group to participate fully in local civic life. DSL’s inclusive model ensures continued and equitable access for current users and new local groups. The transfer represents an investment in community collaboration and shared social infrastructure. While the valuation is for the building and not the wider site (and it can be assumed that the valuation for the whole site would be higher) it is considered that the benefits align with The Plan for North Lanarkshire and the Coatbridge Local Outcome Improvement Plan. Any agreement to transfer should reflect 1. Inclusion of standard security in favour of the council to reflect any discount agreed. 2. Reserved rights of access for essential repairs, maintenance and access to and utilities. 3. A check on the ownership of the carpark will be undertaken. 4. Full title checks for any burdens 5. The land being requested outside the centre footprint will need to be checked Assessment: Strong: Applicant has proposed terms, with prices reflecting Market/Fair Value. 4 Link to Strategy– How the project links into the vision and ambitions set out in the Plan for North Lanarkshire (TPFNL) Notes: The applicant suggests that the proposed asset transfer will contribute to all five complimentary priorities outlined in The Plan for North Lanarkshire. This will be achieved through the provision of tailored programmes in British Sign Language (BSL), literacy, and employment readiness. Taking all submitted documents into consideration, there is evidence to suggest that DSL will: - • Improve the health and wellbeing of communities - by providing support to enable people to live fulfilling lives, and by encouraging social inclusion for an often-isolated group. • Enhance participation, capacity, and empowerment: - the Deaf Community Centre will act as a civic anchor for a marginalised community. The proposal will also allow the charity to effectively contribution to our Local Outcome Improvement Plan (LOIP) priorities of: - • Reducing inequalities: - BSL users and deaf individuals face systemic communication and service access barriers. DSL through partnerships with NLC’s Tackling Poverty Team will provide access to much needed advice services. • Community empowerment: - By offering training, peer support and expanding community engagement opportunities. Page 129 of 186
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• Improving mental health and wellbeing: DSL will continue to address social exclusion issues by providing peer support and opportunities for social connection. Along with counselling and wellbeing support. Additionally, the charity provides multiple examples of long-term impact, including: • Community Wealth Building: DSL aims to increase hall usage, offer employment opportunities (especially for Deaf individuals), and generate income through social enterprise activities like catering and events. • Equality and Inclusion: DSL focuses on accessible service provision in BSL, Deaf-led training and advocacy, and promotes inclusion across both Deaf and hearing communities. • Economic Development: The expansion of interpretation and training services supports workforce development and community enterprise. • Environmental sustainability: Is also mentioned through proposed building upgrades and development of green space for community gardening and food production Assessment: Very Strong: Applicant has clearly evidenced that their project links into the key themes of TPFNL 5 Community Proposal – Includes project aims, community engagement and community benefit/need Notes: Deaf Services Lanarkshire is a SCIO and SQA-approved centre with the following primary aims and intended outcomes: • Improve access to services for Deaf and hard-of-hearing individuals. • Provide a culturally appropriate, language-accessible hub for service delivery. • Strengthen community cohesion between Deaf and hearing residents in Shawhead. • Maintain existing community usage of Shawhead Centre while expanding DSL’s offer. • Intended Outcomes: • Social Impact: Reduced isolation through social groups, drop-in advice, and community events. • Educational Impact: Accredited BSL courses and Deaf awareness training for both Deaf individuals and the broader community. • Economic Impact: Job creation, increased enterprise activity (e.g. venue hire, catering), and enhanced employment opportunities for Deaf people. • Asset Sustainability: Investment in the building’s upkeep and development, safeguarding it from closure. • Integration: A venue that enables the Deaf and hearing communities to mix and engage through shared activities. The organisation’s aims and outcomes are clear, realistic and strongly aligned with community need. They reflect a thoughtful, well-scoped ambition to not only meet the needs of the Deaf community but also to enhance community inclusion and protect a valued local asset. The business plan evidences capacity and a phased approach to development, which adds to the realism of their proposals. The alignment with North Lanarkshire Council’s strategic priorities—particularly around inclusion, empowerment, and economic opportunity further strengthens the proposal’s credibility. Deaf Services Lanarkshire undertook a two-phase community engagement process to support their Community Asset Transfer (CAT) request for Shawhead Community Centre: Page 130 of 186
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• Phase 1 (Summer 2024): DSL commissioned Community Enterprise, a specialist consultancy, to carry out community consultation. This ensured professional, independent feedback from Shawhead residents on the proposed transfer. • Phase 2 (December 2024): Further engagement was carried out to gather additional responses, including from current centre users, DSL service users, and some statutory partners. • Deaf Community Engagement: DSL also conducted focused outreach to the Deaf community across Lanarkshire, ensuring accessibility by presenting information in British Sign Language (BSL), offering visuals of the proposed premises, and using a two-tier SCIO model to increase participatory governance. • Elected Member Engagement: DSL secured engagement and support from local elected representatives, including local councillors and Members of the Scottish Parliament. • Feedback Mechanisms: The organisation also gathered input on concerns, notably around parking, and have incorporated these into their CAT request (e.g. future plans to extend the car park). The community engagement methods used by DSL are strong and inclusive, particularly in their accessibility for the Deaf community, an often-underrepresented group in mainstream consultations. The use of BSL and visuals is commendable and demonstrates best practice in accessible engagement. Employing an external agency to lead part of the consultation adds credibility and independence to the findings. The methods reflect a genuine effort to reach a wide audience and to adapt the proposal based on community input (e.g. managing current users’ needs, addressing parking). Overall, the engagement approach is robust, proportionate and well-evidenced. Evidence of Need: • DSL has outgrown its current rented premises, which lack natural light and are unsuitable for the visual communication needs of BSL users. • DSL reports strong demand for its services across Lanarkshire and a growing user base. • DSL highlights that the Deaf community requires a larger, accessible and permanent space to deliver services effectively. • Shawhead Community Centre is underused and at risk of closure, which DSL proposes to reverse by making it a fully utilised, 7-day community hub. Community Benefits and Social Value: • Improved mental health, reduced isolation and increased social interaction for the Deaf community through tailored groups and support services. • Expansion of BSL teaching and Deaf awareness training to the broader community to foster understanding and inclusion. • Continuation and potential expansion of services for existing user groups of the centre. • Creation of employment and volunteering opportunities, including within the Deaf community. • Use of kitchen and outdoor space for training, catering enterprise, and gardening projects with potential educational and social benefits. • Enhanced access to council and NHS services through DSL’s translation and advocacy work. The proposal demonstrates a compelling case for social value and community benefit, grounded in both unmet needs and opportunities for improvement. DSL’s existing role as a specialist service provider, combined with its capacity to bring a facility into fuller use, highlights a significant net gain to the community. The social, educational, and health benefits described are specific, relevant, and measurable. DSL also links their outcomes explicitly to the Council’s strategic objectives, strengthening the strategic case. Overall, the proposal demonstrates clear, credible and substantial social value calculation of £54,764.00 for all free to access services per annum. Over five years this amounts to £273,820.00. Page 131 of 186
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Inclusivity of the Proposal for Local and Wider Community: Inclusivity for the Deaf Community: The Centre will be tailored to Deaf users, offering a safe and accessible space with appropriate lighting and layout for BSL communication. Services will include BSL teaching, drop-ins, advocacy, and support with public services delivered in the Deaf community’s first language. DSL’s approach includes co-design with the Deaf community and uses BSL and visual communications to involve them in planning and service delivery. Inclusivity for the Wider Community: DSL commits to maintaining access for all existing centre users, including fitness classes, community groups, and social clubs. Evening and weekend access will be extended, ensuring broader use across demographics. DSL plans to host joint activities that bring together Deaf and hearing communities to promote integration (e.g., shared social events, Deaf awareness training, open days). Partnership plans include third sector and statutory partners, increasing reach and relevance beyond the immediate Deaf community. The proposal is strong in its inclusivity, with a clear and proactive commitment to both the Deaf and wider Shawhead community. Importantly, it balances the needs of a specialist community (Deaf people) with broader local inclusion. DSL shows sensitivity to existing users and a readiness to facilitate continuity while enhancing accessibility and programming. Their intent to provide bilingual (BSL/English) programming and outreach supports integration and aligns with best practices in inclusive community development. Overall, the proposal is inclusive, equitable, and community-minded, with strong evidence of thoughtful planning to ensure broad benefit. Assessment: Very Strong: Full consideration has been given to the aims, objectives and vision with clear thought to the future direction of the proposal. The proposal provides, for example, social/economic/environmental impact. Comprehensive evidence of need/demand provided including consultations, research and surveys. 6 Support – Includes stakeholder engagement and partnership working This section looks Including evidence community and stakeholders have been engaged Notes: DSL has undertaken a good range of community engagement activity (refer to section 5 above) to gather the views from the local Shawhead community, current users of Shawhead Community Centre, DSL service users, and local stakeholders. Additional engagement with the Deaf community, including visuals and presentations in British Sign Language (BSL), and the establishment of a two-tier SCIO to improve inclusivity and governance. Letters and indications of support from Fulton MacGregor MSP, Councillor Duffy, and other Ward 11 councillors. This demonstrates proactive engagement and awareness of local needs. The application highlights existing and potential collaborative relationships: DSL collaborates with North Lanarkshire Council, Voluntary Action North Lanarkshire, Coatbridge Consortium, and other third sector organisations. They have formal connections with NHS Lanarkshire and Greater Glasgow and Clyde through contracts for BSL interpretation. Page 132 of 186
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DSL states intentions to support current centre user groups (e.g., parent and toddler groups, fitness classes, stroke survivors' group, Bannan Fitness) and develop additional joint initiatives. There is reference to partnerships around training, employment, and befriending services, suggesting a multi-agency and inclusive approach. The application refers to the request of letters of support and some have been submitted. The credibility of the findings is reinforced by: • The involvement of an independent body (Community Enterprise) in managing consultation. • Explicit identification of stakeholder groups (including local residents, service users, statutory agencies). • A balanced presentation of concerns raised (e.g., parking issues and continuation of subsidised letting) and proposed mitigation measures; gives confidence in the integrity of the consultation process. DSL’s proposal entails acquiring a building of significant size and function to host a broad programme of services. The level of support gathered aligns with this: • Engagement spans two consultation rounds, multiple stakeholder types, and a large geographical catchment representing their community of interest. • Plans to expand community access, building upgrades, and integration with existing user groups show a scalable, inclusive approach. • The community asset transfer request addresses the underutilisation of the community centre, positioning DSL as a stabilising and expanding force in local service delivery. The support gained reflects the strategic and community-wide importance of the proposal. Assessment: Very Strong: Applicant has clearly demonstrated links with relevant stakeholders and groups as well as strong local partnership and community engagement. Evidence of joint responsibility for delivery of other projects/service. 7 Financial Information – Includes fundraising, financial planning and management We will seek clarification of funding being in place or any potential delay in funding being in place in time for the final transfer deadline. Notes: DSL provides general descriptions of income sources (e.g. interpreting services, room hire, grants) and outlines likely costs including repairs and maintenance. However, a detailed, itemised budget or cashflow projection is not included in the application documents. A condition survey is referenced with an estimated annual maintenance cost of £16,000, but full cost breakdowns and forecasts are not provided, limiting assessment of completeness and realism. DSL accounts show the charity to currently be financially stable, generating income from BSL interpreting and training services, and receiving a grant from North Lanarkshire Council to support their drop-in and advocacy services. However, no confirmation of secured capital funding for purchase (£20,000) or planned building improvements is provided. An assumption has been made that these costs will come from cash reserves. Whilst operating income has been mentioned by the charity. There is also a need for them to seek grant funding. The organisation has listed confirmed grant funding but not the specific details of the funding use. They have also listed potential funding sources but have not confirmed if applications have been submitted at this time or if they have been in a dialogue with the funders. Page 133 of 186
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Confirmed Income Sources: • People’s Postcode Lottery: £50,000 over 2 years. • Corra Foundation: £8,000 annually for 3 years. • Coatbridge Deaf Club Donation: For fixtures and fittings. • North Lanarkshire Council Grant: Ongoing grant supports DSL’s drop-in and advocacy services. Potential/Planned Funding (Unconfirmed): • Capital grant from NLC. • National Lottery Community Fund (future projects). • GAP funding and See Hear Fund (annual opportunities). DSL demonstrates a general awareness of costs, including the need for major repairs (e.g. roof replacement) and ongoing maintenance. However, no explicit contingency planning for delays, shortfalls, or cost overruns is outlined in the documents. The mention of potential appeals on business rates and phased improvement plans suggests adaptive thinking, such as fallback strategy to focus on core services and pursuing other funding. Precise contingency figures have not been supplied. In principle. DSL has an established income model from services and plans to expand revenue through hall hires, training, and events. They also demonstrate intent to apply for further grants and make the building available 50 weeks a year, increasing usage and income potential. Nevertheless, this depends on securing external funds and successfully implementing plans, which are not yet evidenced through detailed financial forecasts. DSL reports holding 6 months of operational reserves and have no debts or loans, and no plans to borrow. Strengths: • Established track record: DSL is an experienced charity with consistent service delivery and income streams since 2011. • Clear income sources: Earned income plus confirmed grant funding indicate financial independence. • Sound reserves policy: Having six months of reserves is a strong indicator of good financial management. • Debt-free: No liabilities increase their financial resilience. • Contingency planning is addressed, with fallback to core income sources. Weaknesses: • No formal cash flow or multi-year budget projections included, limiting full assessment of affordability or risk in capital works. • Lack of quantified costs for planned capital works (e.g. full roof replacement, energy upgrades, internal refits). The financial information presented provides a moderate level of narrative but lacks detailed financial forecasts, costings and a formal budget. However, the charity shows a solid track record and diverse income base, and the over financial risk of the proposal has been deemed to be at an acceptable level. Other information: The proposed transfer of the Shawhead Community Centre to Deaf Services Lanarkshire is expected to generate measurable financial benefits for North Lanarkshire Council. These are summarised below: Revenue and Operational Savings Page 134 of 186
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The Council currently incurs an estimated £42,000 per annum in revenue and operational costs to keep the centre open — including utilities, maintenance, staffing, and management overheads. With relatively low usage levels, the centre currently runs at a net annual loss, with income from bookings insufficient to offset running costs. Over a 5-year period, the total projected saving in operational expenditure from the transfer would amount to £210,000. Avoided Closure and Demolition Costs If the asset transfer does not proceed, and a decision is made to close the facility in the future, the Council would likely incur additional costs in: • Decommissioning and security • Demolition and site clearance • Landholding maintenance pending future disposal Indicative costings based on recent comparable sites suggest this could range from £40,000 to £50,000 in one-off expenditure. Avoided Capital Investment Costs The centre requires investment to bring it up to modern accessibility and fabric standards. If retained in Council ownership, it is estimated that a programme of remedial works, including roof repairs, accessibility improvements, and internal reconfiguration, would cost in the region of £250,000. By transferring ownership, the responsibility for such capital works would be assumed by Deaf Services Lanarkshire. Assessment: Moderate: Applicant has demonstrated there are some financial resources in place, but all finances may not be available within the timeframe. There is limited evidence of resource planning. Basic income and expenditure and cash flow forecast induced with limited consideration given to contingency planning. 8 Risk/Social Impact – Includes potential impact and barriers/challenges and understanding of managing the asset. Notes: A few risks have been identified: Property Condition: The centre is in a deteriorating condition, with a condition survey identifying the need for approximately £16,000 per year in repairs, and potential major costs associated with the flat roof, which has a limited lifespan. DSL acknowledges these challenges but lacks detailed costings and a fully phased capital investment plan. This risk can be mitigated by DSL accessing the NLC – Capital Support Fund along with its own financial reserves for the priority repairs identified in the conditions survey. DSL could also utilise community benefit support and goodwill through corporate social responsibility schemes to reduce ongoing maintenance costs through supported labour. Financial Exposure: DSL relies on a combination of earned income (interpreting services, room hire) and grant funding (notably from NLC) for sustainability. Should core grant funding be reduced or withdrawn, the organisation may face financial strain. This risk can be mitigated by DSL broadening income streams through enterprise development and diversified fundraising strategies. Reputational risk to the council: Page 135 of 186
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Exists in managing current users’ expectations throughout the transition into a DSL-led operating model, particularly ensuring minimal disruption and retention of existing community groups. This risk can be mitigated by DSL setting out how existing bookings will be honoured and centre users supported. They could also where feasible enter into formal user agreements with existing groups. Similarly, there may be a reputational risk linked to local residents’ views on who has the responsibility for parking and accessibility issues. This risk can be mitigated by DSL moving quickly to increasing parking capacity and by liaising with local residents to publish a code of conduct for visitors to minimise disruptions. All being considered the risks can be mitigated and managed to an acceptable level. Responsibilities relating to asset management DSL demonstrates a basic understanding of asset management obligations, including: • Commitment to planned maintenance, referencing the condition survey. • Intention to maintain health and safety, fire security, and compliance standards. • Plans to appoint a janitor/maintenance role and keep local suppliers for repairs. However, the level of detail around capital improvement timelines, and contingency planning is basic and would benefit from closer look by the charity if their request for ownership is accepted. Wider social impact (positive or negative) Positive Impacts: • Strong potential for social inclusion, particularly for the Deaf community, through accessible services, training, and social opportunities in BSL. • Broader community benefit through continued support for existing groups and expanded centre availability (7 days/week, 50 weeks/year). • Opportunities for job creation, especially within the Deaf community. • DSL has shown willingness to foster integration and support mutual learning between Deaf and hearing individuals. Potential Negative Impacts: • Community dissatisfaction if existing users feel displaced or if DSL prioritises its own service delivery over shared access. • Parking congestion may affect local residents and users if not proactively addressed. Potential barrier to success • Operational Demands: Managing a large, multi-use centre with extended hours will place significant demands on DSL’s staffing and operational structure. • Change Management: Ensuring a smooth transition for existing users requires careful planning, communications, and flexibility. This has been acknowledged but the matter would benefit from a comprehensive plan being developed. • Planning/Regulatory Compliance: DSL notes that future developments (e.g., car park expansion) may require planning consent, this again will need to be factored. The proposal is broadly viable and offers significant social value. All identified risks can be lowered through mitigations. Assessment: Strong: Satisfactory evidence that applicant has the necessary capabilities to manage the asset. Page 136 of 186
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Sufficient awareness of the potential impact of the transfer on others with consideration given to potential barriers/challenges. Adequate information provided on the anticipated social benefit/transfer. Page 137 of 186
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Appendix 3 Description of Scoring Criteria 1.Details of the asset; Includes asset status and proposed use. This section asks the council to ensure they are in a position to transfer the asset 2.Organisation information; Includes governance and capacity to deliver 3.Type of Request: This section confirms the type of request and seeks and whether or not the price reflects a fair price for the asset taking into consideration community benefit 4.Link to the Plan for North Lanarkshire: How the project links into the vision and ambitions set out in the Plan for North Lanarkshire (TPFNL) 5.Community Proposal: Includes project aims, community engagement and community benefit/need 6.Support: Includes stakeholder engagement and partnership working. This section looks Including evidence community and stakeholders have been engaged 7.Financial Information; Includes fundraising, financial planning and management. We will seek clarification of funding being in place or any potential delay in funding being in place in time for the final transfer deadline. 8.Risk/Social Impact Includes potential impact and barriers/challenges and understanding of managing the asset. Very Strong The proposal has a cost saving, does not impact on council direct delivery or service and there are no restrictions on the asset transfer. Applicant has clearly evidenced that they are a robust and viable organisation with effective governance arrangements in place. Applicant has proposed acceptable terms, with prices reflecting Market/Fai Applicant has clearly evidenced that their project links into the key themes of TPFNL Full consideration has been given to the aims, objectives and vision with clear thought to the future direction of the proposal. The proposal provides, for example, social/economic/environmental impact. Comprehensive evidence of need/demand provided including consultations, research and surveys Applicant has clearly demonstrated links with relevant stakeholders and groups as well as strong local partnership and community engagement. Evidence of joint responsibility for delivery of other projects/service. Clear Evidence that sufficient financial resources are/will be in place by the time of transfer and good resource planning for short/ medium/long term sustainability demonstrated. Detailed, realistic and achievable income and expenditure, cash flow forecast provided along with a comprehensive contingency plan. Full evidence that applicant has in place the necessary capabilities to manage the asset. Considerable awareness of the potential impact of the transfer on others, and barriers/challenges clearly identified. Comprehensive information provided on the anticipated social benefit/impact of the transfer and how this will be measured Strong The proposal is cost neutral to the council, it does not impact on council direct delivery of services and there are no restrictions on the asset transfer. Applicant has provided adequate evidence that they are a robust and viable organisation with satisfactory governance arrangements. Applicant has proposed terms, with prices reflecting Market/Fair Value. Satisfactory evidence that the applicant understands the importance of linking to the outcomes of the TPFNL Adequate description of aims, objectives and vision for the proposal. A good understanding of the community benefits including adequate evidence. Need/demand evidence include some consultation and research. Applicant has evidenced some partnership working arrangements. Relevant links with groups also evidenced along with strong community engagement activity. Evidence indicates that sufficient financial resources are/will be in place by the time of transfer and some resource planning has been demonstrated. Satisfactory income and expenditure and cash flow forecast. Some consideration has been given to contingency planning. Satisfactory evidence that applicant has the necessary capabilities to manage the asset. Sufficient awareness of the potential impact of the transfer on others with consideration given to potential barriers/challenges. Adequate information provided on the anticipated social benefit/transfer. Moderate The proposals presents difficulties on the council in terms of one or two of the following – direct cost, council direct delivery of services and or restrictions on the assets transfer. Applicant has evidenced some signs of being robust and viable and partial information provided on governance arrangements. Applicant has proposed terms, with prices well below Market/Fair Value. Limited evidence that the applicant understands the need to ensure the projects reflect one of more of the strands of the TPFNL. Limited description of the aims, objectives and vision for the proposal. Some understanding of the community benefit but not underpinned by substantive evidence. Some evidence of need/demand provided including limited consultations, research and survey Applicant has demonstrated limited links with groups and community engagement activity. Some evidence of partnership working provided. Applicant has demonstrated there are some financial resources in place but all finances may not be available within the timeframe. There is limited evidence of resource planning. Basic income and expenditure and cash flow forecast induced with limited consideration given to contingency planning. Limited evidence to demonstrate capabilities to manage the asset. Some awareness of the potential impact of transfer on others and consideration given to potential barriers/challenges. Minimal information provided on the anticipated social benefit/impact of the transfer. Weak The proposals presents difficulties to the council in terms of cost, council direct delivery of services and restrictions on the asset transfer. Applicant has shown no evidence of being robust and viable and no/little information being provided on governance arrangements Applicant has failed to propose terms or prices. Little or no evidence that the applicant has made a clear connection to the TPFNL Inadequate or no description of aims, objectives and vision for the proposal. Limited reference to community benefit and associated opportunities. No evidence of need/demand provided No/poor evidence of community involvement. No/poor evidence of partnership working Insufficient financial resources currently in place and unlikely to be ready within the Time frame. No evidence to demonstrate resource planning. No income and expenditure and cash flow forecast provided, and no contingency plan outlined. Inadequate or no evidence of capabilities in place to manage the asset. Little or no awareness of the potential impact of the transfer on others or possible barriers/challenges identified. No social benefit/impact monitoring outlined. Very Weak Unlikely to proceed because of ownership restrictions on the asset this would prevent a transfer of responsibility or ownership to another organisation. Applicant has provided no evidence of being robust or viable. Governance arrangement does not meet the criteria for asset transfer. Applicant unsure of securing funding to afford costs. Applicant has no understanding of the TPFNL No description of aims, objectives and vision for the proposal. No reference to community benefit. No evidence of need or demand provided. No evidence of community involvement. No evidence of partnership working. No evidence of financial resources in place. No evidence of resources or financial forecast to predict cash flow. Applicant has provided no evidence of capabilities to manage the asset. No awareness of the potential impact of the transfer on others. No social benefit or impact monitoring in place. Page 138 of 186
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref SP/LP/GS Date 28/04/25 Community Ownership and Management of Assets: Application from North Lanarkshire Muslim Women’s Family Alliance (NLMWFA) for transfer of land at Langloan St, Coatbridge From Stephen Penman, Chief Officer, (Strategy and Engagement) E-mail PenmanSte@northlan.gov.uk PollockLe@northlan.gov.uk Telephone 07947 997750 07814 916564 Executive Summary The purpose of this report is to provide the Communities Committee with the details of a Community Asset Transfer (CAT) request made by North Lanarkshire Muslim Women Family Alliance (NLMWFA) relating to a portion of land at Langloan Street, Coatbridge, ML5 1HH (as outlined in Appendix 1 of this report). And to provide information on the outcome of the assessment process together with a recommendation to refuse the request. Recommendations It is recommended that the Communities Committee: (1) Considers the detailed assessment of the application against approved criteria, included at Appendix 2, of this report (2) Approves the recommendation by the Community Assets Leadership Group to refuse the Community Asset Transfer from NLMWFA for the area described at appendix 1. The Plan for North Lanarkshire Priority Enhance participation, capacity, and empowerment across our communities Ambition statement (20) Improve the involvement of communities in the decisions, and development of services and supports, that affect them Programme of Work Resilient People Item 7 Page 139 of 186
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1. Background 1.1 Part 5 of the Community Empowerment (Scotland) Act 2015 encourages community- based groups to take control of assets to be utilised for positive outcomes as driven and directed at a local level. Qualifying groups can apply to a relevant authority, which includes local authorities, to either lease or purchase an asset. 1.2 Upon a formal application being made, the relevant authority is bound to carry out an assessment of the request, establish that the applicant is a qualifying body and assess both the sustainability and likely benefit of the asset transfer. Benefits can include social wellbeing, economic benefit and provision of services and activities that would not otherwise be provided. 1.3 In general terms where a group meets qualifying and eligibility criteria, they can apply for almost any asset held by a relevant authority. The asset does not have to be surplus to the council’s operational requirements. Exclusions apply in a few circumstances including: o NLP mortgaged properties o Common Good Assets o Where the council has entered into a legal agreement for sale or demolition of an asset 1.4 If it is determined that the asset is not surplus the council needs to assess the operational benefit of retaining the asset against the potential community benefits because of approving the transfer. An application can be rejected on grounds such as the business model is not sustainable, the group cannot evidence community support or community benefit, or the group cannot demonstrate that they have the capacity to manage the asset. 1.5 In June 2024 the Policy and Strategy Committee approved a new Community Ownership and Management of Assets Policy and associated resources aiming to improve the council’s approach to building capacity and opportunity with organisations looking to take on ownership, lease or management of a council owned asset. The aim is to shift the focus to achieving positive outcomes and using available resources and tools to over time increase the pace and volume of successful outcomes while protecting the business of the council, considering any negative impact on the wider community and managing risk levels. The policy and approach can be accessed, here and further information and tools are available on the council website. 2. Report 2.1 NLMWFA is a Scottish Charitable Incorporated Organisation SCIO (SC045588). The organisation has submitted a formal request to purchase approximately 2.75 acres of land at Langloan Street, Coatbridge, ML1 5HH comprising the land that included the Janet Hamilton Centre and Coatbridge Outdoor Centre, the surrounding grounds to the west and the car park (as outlined at appendix 1 of this report). The organisation has offered to purchase the land for £27,500 and have indicated that they will accommodate and enter into shared agreements for access to the running track and car park. 2.2 The proposal outlines a two-phase plan to develop green and temporary community use areas, and ultimately to deliver a new, purpose-built facility, co-designed with the community. The proposed new facility will focus on cultural inclusion, economic empowerment, health and wellbeing, and employability, and will cater specifically to underserved populations including refugees and ethnic minority groups. Page 140 of 186
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2.3 A summary of the scores achieved is outlined in figure 1 below. Additional details of the proposal and assessment of the application can be found at appendix 2 and in the CAT application and supporting documents available on the council's website here Figure 1. Summary Grading Very Strong Strong Moderate Weak Very Weak 1.Details of the asset x 2.Organisation information x 3.Type of Request x 4.Link to the NL Plan x 5.Community Proposal x 6.Support x 7.Financial Information x 8.Risk/Social Impact x A description of assessment criteria is at appendix 3. 2.4 In line with the council’s Community Ownership and Management of Assets Policy and associated scoring process the findings of the Officer Assessment Panel were reported to the Community Asset Leadership Group for consideration. The Group comprises of: • Chief Officer (Strategy and Engagement) • Chief Officer (Asset and Procurement) • Chief Officer (Community Operations) • Chief Officer (Legal and Democratic) • Chief Officer (Finance and Technology) 2.5 The recommendation is that the Communities Committee refuse the application based on the findings of the assessment attached at appendix 2. 3. Measures of success 3.1 Support provided to community groups and organisations as a result of initial CAT or PR enquiries; and 3.2 Positive outcomes or referrals because of initial CAT or PR enquiries. 3.3 Increased completions for transfer of assets to community organisations 4. Supporting documentation 4.1 Community Ownership and Management of Assets Policy and approach here 4.2 Further information and tools are available on the councils website. 4.3 Full application can be accessed on the councils website here 4.4 Appendix 1 – Map of Asset 4.5 Appendix 2 – Assessment of application 4.6 Appendix 3 - Description of scoring criteria 4.7 Equality Impact Assessment will be published here Page 141 of 186
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Stephen Penman Chief Officer (Strategy and Engagement) Page 142 of 186
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact?, The recommendation involves refusal of the transfer of an asset to community ownership for community use. An EQIA will consider any impact on equalities groups and will be available here. 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? As outlined in the assessment at appendix 2, the asset has been assessed as having a commercial value of £1 million. The offered a price of £27,500 to purchase the land represents a significant discount and limits the council in identifying alternative uses for the land with a potentially significant financial 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 council approach to community Ownership and Management of Assets reflects and supports the requirements of the Community Empowerment (Scotland) Act 2015. Representatives from Legal and Democratic Services are involved in the Corporate Community Ownership and Management of Assets Working Group and the Leadership Group. Page 143 of 186
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5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☒ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☒ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? The financial projections do not provide assurance that the proposal is financially viable therefore increasing the potential risk to the council of transferring the asset under the terms proposed. The projections include café income that does not seem realistic in this current climate and in the location of the site, at least in the short term. And the scale of required capital works will delay the ability to meet income generating aspirations in the short term Page 144 of 186
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5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☒ Page 145 of 186
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Appendix 1 Location Map Page 146 of 186
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Appendix 2 Community Asset Transfer Scoring Assessment Name of Organisation/Applicant North Lanarkshire Muslim Women and Family Alliance (NLMWFA) Details of the Asset Langloan site – Former Janet Hamilton Centre site Community Area/Ward Langloan (Coatbridge Community Board) Coatbridge West - Ward 10 Date submitted 31 May 2024 Date of Decision Communities Committee 28th April 2025 Summary comments NLMWFA is a long-established Scottish Charity - SCIO (SC045588) with over 30 years of delivery experience focused on supporting ethnic minority women, families, and wider community interests. Their proposal outlines a two-phase plan to develop green and temporary community use areas, and ultimately deliver a new, purpose-built facility, co-designed with the community. The organisation’s aims and outcomes are clear, ambitious, and well-aligned with policy frameworks including the Community Empowerment Act and local equality and inclusion strategies. The new facility will focus on cultural inclusion, economic empowerment, health and wellbeing, and employability, and will cater specifically to underserved populations including refugees and ethnic minority groups. The application is supported by detailed community consultation results, multiple letters of support from partners and community organisations, and a broad list of strategic partnerships. Some strengths have been identified, particularly around the organisations track record and leadership capacity as well as having clear social and economic outcomes and strong community support. There are several weaknesses and risks which have impacted on the overall assessment decision. The funding model is initially reliant on confidential community donations aligned to Islamic financial mechanisms and lacks formal documentation or confirmed funding commitments. Additionally, there is no current evidence of progress or confirmation of capital grants which will be needed to build the new facility. The lack of robust financial planning and uncertainty over funding opportunities associated with the proposals gives rise Page 147 of 186
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to concerns over the financial viability and and sustainability of the proposed use of the site. This in turn leads to significant uncertainty over the ability of the organisation to support delivery of TPFNL and wider community benefits in future. Also, a project of this scale would benefit from a full feasibility and development appraisal. This is absent from the submission. Finally, the complexity of site division and co-occupation presents ambiguity in title arrangements and future access/control. Note: This is one of two active CAT requests for this asset and at an initial scoring panel meeting, it was felt that there may be more strength in both applicant organisations being asked to consider a joint application. This was explored but was not deemed feasible by the organisations involved and the scoring panel reconvened to finalise the assessment Summary Grading Very Strong Strong Moderate Weak Very Weak 1.Details of the asset x 2.Organisation information x 3.Type of Request x 4.Link to the NL Plan x 5.Community Proposal x 6.Support x 7.Financial Information x 8.Risk/Social Impact x 1 Details of the Asset – Includes asset status and proposed use This section asks the council to ensure they are in a position to transfer the asset Notes North Lanarkshire Muslim Women and Family Alliance (NLMWFA), has clearly identified the asset as part of the Janet Hamilton Centre and Coatbridge Outdoor Centre, including 2.75 acres of surrounding land, car park, and access routes. The location is detailed as Langloan Street, Coatbridge, ML5 1HH. Regarding the current condition, the initial application described the buildings as being in a state of “severe disrepair” and “unwelcoming and unattractive”, stating they are not viable for renovation or multifunctional community use. This aligns with the council’s recent decision to demolish the existing buildings. The request from the organisation is now in relation to the purchase of the land for development purposes. The proposed use is adequately described and appears feasible, supported by a detailed business plan. Key components of the proposed use include: • Creation of a new community hub. • Services include education programs, mental health support, cultural integration activities, a café, volunteer and job training opportunities, and space for social events. Page 148 of 186
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• Temporary use of the space for community gardens, modular buildings, and outdoor events if funding for a permanent structure is delayed. • Phased redevelopment strategy with emphasis on community co-design, stakeholder engagement, and funding applications to ensure financial viability. The proposed use aligns well with the current status as an underutilised and deteriorating asset. By addressing its limitations through complete redevelopment. The proposed new facility could transform the site into a fit-for-purpose, inclusive space for the community. The plans have been tailored to the existing state of disrepair and designed to bring the asset into meaningful community use. NLMWFA has demonstrated a clear understanding of the asset’s limitations and presented an alternative vision for the redevelopment. Requested transfer would not directly impact on any current council plans or restrict delivery of council service. However, based on the District Valuers assessment of the site outlined at section 3 and the potential value of the land, alternative use for example for social or private housing could bring about community benefit that should be considered particularly given the high discount requested Assessment: Strong The proposal is cost neutral to the council, it does not impact on council direct delivery of services and there are no restrictions on the asset transfer. 2 Organisational Information – Includes governance and capacity to deliver NLMWFA is a Scottish Charitable Incorporated Organisation (SCIO) (Charity No. SC045588). The submitted Business Plan provides a detailed outline of governance and operational management: The charity is governed by a Board of Trustees and a Working Group of 9 trustees has been set up to lead the asset transfer project. There is an Operational Group of 25+ volunteers delivering projects. Governance roles include oversight of strategic planning, monitoring, consultation, and compliance The organisation demonstrates a clear and accountable governance structure with designated leadership, operational sub-groups, and a consultative approach for organisational planning and development business. This meets expected standards for community asset transfer applicants. NLMWFA has 30+ years of operational experience delivering community services, particularly to minority ethnic women and families. The organisation has operated successfully from Old Monkland Community Centre (through a normal Facility booking) and has experience in: • Health & wellbeing initiatives • Employability and digital training • Cultural, educational, and befriending services Page 149 of 186
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There is strong evidence of both past relevant experience and forward planning. Their delivery model is sound, and the phased development with interim use of the site ensures practical realism. NLMWFA acknowledges the need for additional training for volunteers to manage new responsibilities at the asset. Plans are are referenced to: • Recruit key staff (e.g., project manager, admin team) • Upskill volunteers through training in project and hub management • Engage professional development support via consultancy during redevelopment. • A risk and mitigation section further acknowledges operational capacity risks and outlines contingency plans. Capacity gaps are clearly identified along with suitable options to deal with them. The forward planning to mitigate risks and build organisational capacity has been well considered. The business plan references the existence of policies and procedures but does not provide a full list or attach individual documents. However, these have been verified during NLC grant monitoring with the organisation. There is a stated commitment to equality, diversity, safeguarding, inclusion, and volunteer management, aligned with the Equality Act 2010 and Community Empowerment (Scotland) Act 2015. Overall, the application demonstrated strong organisational and governance arrangements with a track record of providing their organisations services locally. The application indicates that in the initial stages the charity will operate mainly with volunteers who along with board members bring a diverse and robust skill set that they believe makes them capable of managing the site and overseeing the development of the new community hub. Those involved in the organisation have over 30 years’ experience of providing support and opportunity for individuals and families. Assessment: Strong Applicant has provided adequate evidence that they are a robust and viable organisation with satisfactory governance arrangements. 3 Type of request, payment and conditions This section confirms the type of request and seeks and whether or not the price reflects a fair price for the asset taking into consideration community benefit Notes: The request is for full ownership of approximately 2.75 acres of land (comprising the land that included both the Janet Hamilton Centre and Coatbridge Outdoor Centre, the surrounding grounds to the west and the car park) to create a community facility and provide services to the wider community. The type of request is appropriate and proportionate to the scale and ambition of the project. The applicant has articulated a phased development approach, demonstrating long-term commitment for the proposal. The charity is offering a price of £27,500 and have indicated that they will accommodate and enter into an agreement for shared access and shared running cost and security of Page 150 of 186
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the running track and while they are requesting to fully own the car park area, they have indicated that they will allow other parties to use the car park. NLMWFA has provided a reasonable amount of evidence of community benefit and social value in support of their Community Asset Transfer request for the Janet Hamilton Centre and surrounding land. However, the proposed discounted offer price of £27,500 for a proportion of the site is significantly lower than the value of £1 million attributed to the whole site by the District Valuers and the view that best value and wider community benefits may be achieved with the site being utilised to develop social housing or for private development. The social value and community benefit arguments provided by NLMWFA are reasonable and could potentially lead to positive outcomes in relation to: 1. Targeted Support to Deprived and Underserved Communities: The proposed new facility will directly serve one of the most deprived areas in Scotland (SIMD data – Decile 2), with high levels of income and employment deprivation, poor health indicators, and social isolation. Specific targeting of minority ethnic women, refugees, and asylum seekers, many of whom are currently underserved and face significant barriers to accessing mainstream services is a core driver of the project. Tailored services for elderly women, victims of domestic abuse, and people with limited English skills have been outlined by the charity. 2. Demonstrated Community Demand and Engagement Over 300 survey responses demonstrate broad-based community support and clear demand for a purpose-built community hub. The proposal includes the use of modular facilities, and, in the longer term, a new hub designed with and for the community. 3. Creation of Economic and Social Opportunities The initiative will generate new employment and volunteering opportunities, particularly for women and young people from ethnic minority communities. Services will include employability programmes, job training, English language and digital skills classes, and access to social enterprise activities (e.g., a café, catering, craft workshops). Social enterprise income will subsidise core community services and demonstrates a model of community-led economic development. 4. Holistic Wellbeing and Integration Outcomes Planned activities directly support physical and mental health, social inclusion, and intergenerational connection (e.g., befriending, mental health support, gardening, cultural events). Alignment with the Scottish Government’s Mental Health Strategy and inclusion priorities. The charity plans to provide a comprehensive approach to wellbeing that is responsive to identified needs and aligned with national health and social policy goals. Page 151 of 186
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Special conditions: The charity has requested: • Shared access and maintenance arrangements with users of the adjacent running track. • Full ownership of the car park, with willingness to allow shared use. • An agreement on shared public areas and access The requested conditions are clear, limited, and logical, aiming to facilitate continued access and coexistence with other potential site users. They reflect cooperative intent. Other considerations: The applicant has proposed terms including a cost to them of £27,500. The Council needs to consider the impact that approving this application for part of the site may have on the potential of the full site which is of significant financial value and could attract development investment that could also be of benefit to the wider community. As the application is heavily linked to development of the new community centre any agreement would need to include sale conditions to ensure that the scheme can be delivered. Transferring the requested portion of land could impact on the council’s use of the remaining site. While the organisation has provided information to suggest that the proposal would bring some community benefit, land of the value of this whole site has the potential to create significant community benefit through alternative use for example for social housing or private development. Assessment: Moderate: Applicant has proposed terms, with prices well below Market/Fair Value 4 Link to Strategy– How the project links into the vision and ambitions set out in the Plan for North Lanarkshire (TPFNL) Notes: The proposal references alignment with The Plan for North Lanarkshire aiming to make the area “a better place to Live, Learn, Work, Invest, and Visit.” The business plan and application highlight how the new community hub will: • Improve health and well-being, • Provide employment and volunteering opportunities, • Enhance educational outcomes, • Address poverty and inequality, While the application is not presented to directly align to the ambitions as set out in TPFNL the information provided does go into a lot of detail that shows how proposed activities support key elements of TPFNL Particularly around inclusion and integration and supporting the hub model for wider community access and benefit. There is also information provided on how the proposal would support key priorities such as mental health and wellbeing, children and young people and connections have been made to national outcomes. The proposal also addresses several priorities within the Local Outcome Improvement Plans, including: - Page 152 of 186
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• Reducing inequality: Tailored services for refugees, asylum seekers, women, and people from ethnic minority backgrounds. • Improving community cohesion: Through inclusive programming, cultural integration events, and intergenerational activities. • Tackling poverty and deprivation: Located in one of the 20% most deprived areas in Scotland, with targeted support for those facing in-work poverty and unemployment. • Improving health and wellbeing: Through mental health support, fitness, and social inclusion projects. Again, whilst the LOIPs are not quoted directly, the project’s aims closely mirror the type of interventions typical in the local outcome improvement priorities. The business plan and application show alignment with longer-term strategic goals, including: • Community wealth building – through employment, training, café enterprise, and use of community assets. • Equality and inclusion – by hosting and delivering services for ethnic minorities, women, asylum seekers, and refugees, and providing culturally sensitive support. • Economic development – by generating income through hall rentals, café services, and events, and supporting local enterprise and employment. Assessment: Strong: Satisfactory evidence that the applicant understands the importance of linking to the outcomes of the TPFNL. 5 Community Proposal – Includes project aims, community engagement and community benefit/need Detailed proposal clearly outlining the types of activities to be provided backed up by engagement with local people. They aim to create community hub type facility to enhance community cohesion and provide key services to the community. Prior to the new build facility being realised they have suggested that that they will focus on using the space for community growing and installing modular buildings to undertake activity in the meantime. The organisation also sees the building project as a further community benefit opportunity around jobs and supply chain. The charity sets out a clear vision to redevelop the Janet Hamilton Centre into an inclusive, purpose-built community hub serving ethnic minority communities and the wider population. A phased development plan is outlined: demolition of current buildings, temporary use of green space/modular buildings, and construction of a new facility. Their aims align with their charitable purposes, focusing on inclusion, employability, mental health, and community cohesion NLMWFA’s core aims, as stated in both the business plan and asset transfer application, align with Scottish Government and local strategic priorities. These include: • Reducing poverty and unemployment • Improving health and wellbeing • Advancing citizenship and social cohesion • Creating recreational and educational opportunities Page 153 of 186
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• Providing culturally appropriate support, especially for ethnic minorities and refugees Key outcomes proposed include: • A new, purpose-built or modular community hub on the site to replace the demolished buildings. • Year-round delivery of services such as employability training, mental health support, befriending, digital skills, healthy eating, women’s leadership, and intergenerational activities. • Support for specific disadvantaged groups (e.g., refugees, older ethnic minority women, people facing in-work poverty). • Use of the outdoor space for gardening, recreational activities, and cultural gatherings such as community barbecues for refugee families lacking access to outdoor amenities. NLMWFA has demonstrated a comprehensive and sustained approach to community engagement in support of their asset transfer application. • stakeholder consultations with residents, businesses, churches, schools, and Police Scotland and they have undertaken engagement on specific proposals. • Used their Eid in the Park initiative to engage • Engagement with New Scots particularly those living in high rise flats with limited access to outdoor space • Community cleanup event organised by • Use of both traditional and digital engagement platforms Methodology: • Ongoing Consultation and Feedback: NLMWFA has engaged with its members and wider community over several years, including through strategic planning meetings, volunteer input, surveys, and stakeholder engagement. The Business Plan notes over 300 survey responses and detailed feedback from diverse groups including service users, local schools, churches, and businesses. • Formation of Dedicated Working Groups: A working group of trustees and an operational group of over 25 volunteers were tasked with steering the asset transfer planning process and integrating community feedback into the business plan. • Wider Stakeholder Collaboration: NLMWFA engaged with North Lanarkshire Council, held stakeholder interviews, and consulted with a range of local organisations to ensure their plans meet wider community needs. •Service User Involvement: Feedback was specifically sought from current users of Old Monkland Community Centre, with users affirming their support for NLMWFA to “do more of what we do best,” indicating continuity and expansion of valued services. • Partnership Networks: Ongoing partnerships with organisations such as Citizens Advice Bureau, Glenboig Development Trust, WSREC, and Generations Working Together strengthen the collaborative and outreach capacity of the organisation, while also acting as indirect engagement mechanisms. The engagement methods employed are participatory, structured, and sustained over time. The use of mixed methods (surveys, events, interviews) shows a strong commitment to co-production. Importantly, there is clear evidence that the views of service users and the wider community shaped the design and development of the proposal. This approach demonstrates best practice and should be regarded as a key strength of the application. Page 154 of 186
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Social benefits have been outlined for charity members, residents and the wider community including Social Benefits for charity members • Support Services (such as mental health, advocacy, and befriending services specifically for ethnic minority women, especially those with language barriers or experiencing domestic abuse. • Empowerment and Skills Development programs include IT training, cookery workshops, employability initiatives, and leadership development, particularly aimed at local women and youth. • Cultural Integration: Activities such as Islamic arts and crafts, language classes, and cultural celebrations foster identity and belonging. • Targeted Inclusion: Special initiatives for refugee and asylum-seeking women who often experience double exclusion due to gender and ethnicity. Social Benefit for Local Residents and the wider community • Community Café & Social Events: The café and event spaces aim to provide low-cost food, jobs, and a welcoming environment for socialising, particularly for the elderly. • Health and Wellbeing: Programmes addressing mental health, fitness, gardening, healthy eating (e.g. “Healthy Curry Club”), and outdoor activities to improve physical and emotional wellbeing. • Education and Advice: Access to benefits advice (in partnership with CAB), financial literacy training, and English language classes for all ages. • Community Safety and Cohesion: A safe, inclusive space promoting reduced isolation and increased engagement, particularly in a high-deprivation area (SIMD decile 2) with high levels of income and employment deprivation • Open Access Model: While focused on minority ethnic groups, the hub is explicitly designed to welcome all residents, regardless of background, ability, or faith. • Collaborative Use: Shared access and collaboration with groups like the running track organisation, other charities, and public sector partners to ensure diverse user involvement. • Intergenerational and Cross-Cultural Activities: Projects like “Generations Working Together” and exhibitions such as “Traces of Empire” promote inclusion across age and cultural lines. • Flexible Spaces: Multi-use halls and outdoor areas will accommodate events, fitness classes, educational programs, and community gatherings for all demographics Social Value: While exact annual figures have not been provided, based on the following projected outputs and outcomes: • Over 200 regular service users, increasing to broader access by the wider community. • Mental health support, social integration, education and employability, access to advice services, outdoor and physical activity spaces. Page 155 of 186
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• Services addressing key SIMD issues: employment deprivation, isolation, poor health, poverty. • Focus on underserved groups: ethnic minority women, refugees, older adults, youth. • Training, volunteering, and employment creation, including in the café and through service delivery. • Reinvestment model for income (e.g. café and event hire) to sustain services. Assessment: Strong: Adequate description of aims / objectives and vision for the proposal. A good understanding of the community benefits including adequate evidence. Need/demand evidence include some consultation and research. 6 Support – Includes stakeholder engagement and partnership working This section looks Including evidence community and stakeholders have been engaged Notes: Detail of activity provided to show community, stakeholder and partnership engagement and input to the development of the proposal using a range of methods. The proposal outlines the importance of partnership working in achieving its aims and the NLMWFA outlines intention to ensure that services and activities are developed and delivered through a network of partners. NLMWFA has conducted significant community engagement over several years, including structured consultations, surveys (over 300 responses), stakeholder meetings, and events involving service users, residents, and community groups. The organisation has operated in North Lanarkshire for over 30 years and currently supports over 200 active members through a range of services. A dedicated working group and strategy committee were formed to oversee the asset transfer process, indicating structured internal support and planning. The level of community engagement is clearly documented. The consultation process appears inclusive and targeted, especially towards vulnerable and minority ethnic populations. Collaborations include projects with: • Generations Working Together • Museums Galleries Scotland and Summerlee Museum • WSREC and Historic Scotland • Glenboig Development Trust • FACIC on youth and community events. • Ongoing partnerships with CAB (Citizens Advice Bureau), local schools, churches, and public sector services. The charity mentions plans to expand and strengthen relationships with existing and new partner organisations for service delivery, including NHS and local enterprise groups. Partnership working is a strong and credible component of NLMWFA’s approach. The named collaborations are with recognised agencies and align well with the services proposed, suggesting a mature partnership model. Page 156 of 186
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The business plan notes that over 300 survey responses were received during community consultation exercises. Letters of support are referenced and have been verified. There is detailed narrative evidence of consultation outcomes and engagement with key groups including ethnic minorities, refugee families, older people, and women’s group Assessment Strong: Applicant has evidenced some partnership working arrangements. Relevant links with groups also evidenced along with strong community engagement activity. 7 Financial Information – Includes fundraising, financial planning and management We will seek clarification of funding being in place or any potential delay in funding being in place in time for the final transfer deadline. Notes: Some financial information has been provided, and this has been used to assess overall financial stability and readiness. NLMWFA outlines various income-generating activities: café, outside catering, event hall rentals, training courses, and gardening workshops. Price points for these services are noted as “TBA” (To Be Advised), and income figures are not detailed in the business plan. While the narrative discusses anticipated revenue sources and cost areas, there is no attached detailed budget or financial projections over the 5-year plan period. The proposal demonstrates a fair understanding of income-generating opportunities and cost areas, but lacks detailed, quantified costings and income projections. This weakens the ability to fully assess financial viability at this stage. The applicant has not secured funding yet for construction of the new facility or for temporary modular units described The business plan references multiple potential funding sources including: • Development and regeneration grants • Zakat contributions and “Goodly Loans” from the Muslim community • Crowdfunding and community fundraising • Advocacy for community-adapted funding mechanisms (e.g., community shares) . The charity has started to research funding options, with some initial progress, but no funds have yet been secured. The charity references that a Development Manager will be recruited to lead funding applications. Zakat almsgiving contributions along with cash reserves are confirmed for the offer price and the applicant notes contingency use of the site (e.g., green space and modular buildings) if construction funding is delayed. The organisation does have a track record of sustaining services despite funding challenges However, the lack of detailed budget or projections is a weakness along with no evidence that capital or operational funding has been secured. The applicant shows an understanding of financial risk and has thought through alternatives in case of funding delay. However, the lack of specific financial reserves or risk-adjusted budget limits the strength of contingency planning. Page 157 of 186
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The long-term model is based on sound principles of social enterprise and mixed income streams. However, it is contingent on securing significant initial capital and successfully launching income generating activities. There is some concern that realising the proposal would still be significantly dependent on grant funding. This is likely to take time and limit opportunities for income generation or use of the asset to its full potential in the short term. Assessment: Weak: Insufficient financial resources currently in place and unlikely to be ready within the time frame. No evidence to demonstrate resource planning. No income and expenditure and cash flow forecast provided, and no contingency plan outlined. 8 Risk/Social Impact – Includes potential impact and barriers/challenges and understanding of managing the asset. Notes: The organisation does show a track record in delivering local activities and services, but they do not have a demonstrable track record in developing or operating an asset of the size and scale being proposed. The financial projections do not provide assurance that the proposal is financially viable therefore increasing the potential risk to the council of transferring the asset under the terms proposed. The projections include café income that does not seem realistic in this current climate and in the location of the site, at least in the short term. And the scale of required capital works will delay the ability to meet income generating aspirations in the short term Several risks have been identified including • There is currently no secured capital funding for this development, representing a significant risk of under delivery or project delay. • Although a range of income-generating ideas (café, hall hire, events) are presented, pricing strategies and financial projections are underdeveloped or marked as “TBA” (to be advised). This undermines confidence in long-term sustainability • The scale-up from their current operation to managing a larger, multi-use facility may strain existing governance and staffing capacity unless appropriately resourced and supported. • Proposed shared access and maintenance arrangements with the adjacent running track are outlined in principle but not formalised, creating uncertainty around operational boundaries and liabilities. NLMWFA has shown awareness of key responsibilities through its commitment to shared access, a development manager role, and phased delivery. However: • The business plan lacks detail on life cycle costing, repairs and maintenance budgeting, and ongoing facilities management • There is no clear asset management plan for the interim use of the land while fundraising takes place. • There is also no clear articulation of statutory compliance responsibilities (e.g., health and safety, insurance, accessibility standards for new builds) Page 158 of 186
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• The absence of confirmed capital sources poses a significant barrier. Phased use (e.g., modular buildings, green space) is sensible but will not deliver full project benefits. • Scaling from their current site to a larger facility requires enhanced governance, staff development, and professional support—none of which are yet fully in place. • Income generation assumptions are not costed, and key elements such as café profitability, hire charges, and maintenance costs are undeveloped. There are clearly some potentially positive impacts on the community including • Strong emphasis on inclusion, particularly for minority ethnic women, refugees, and people facing deprivation. • The project aligns with local and national priorities including child poverty reduction, employability, and community cohesion. • Services such as befriending, mental health support, and healthy living initiatives are well aligned with SIMD data and demonstrated need. • Positive economic impacts are anticipated through training, employment creation, and volunteering. Some potential negative impacts include • If the capital build does not progress as planned, there is a risk of the site becoming derelict or underused, which could impact local perceptions and create reputational risk for the council and NLMWFA. • Community tensions could arise if expectations among residents and user groups are not managed effectively during a long build period or if promised inclusive access is not realised in practice. Assessment: Weak: Inadequate or no evidence of capabilities in place to manage the asset. Little or no awareness of the potential impact of the transfer on others or possible barriers/challenges identified. No social benefit/impact monitoring outlined. Page 159 of 186
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Appendix 3 Description of Scoring Criteria 1.Details of the asset; Includes asset status and proposed use. This section asks the council to ensure they are in a position to transfer the asset 2.Organisation information; Includes governance and capacity to deliver 3.Type of Request: This section confirms the type of request and seeks and whether or not the price reflects a fair price for the asset taking into consideration community benefit 4.Link to the Plan for North Lanarkshire: How the project links into the vision and ambitions set out in the Plan for North Lanarkshire (TPFNL) 5.Community Proposal: Includes project aims, community engagement and community benefit/need 6.Support: Includes stakeholder engagement and partnership working. This section looks Including evidence community and stakeholders have been engaged 7.Financial Information; Includes fundraising, financial planning and management. We will seek clarification of funding being in place or any potential delay in funding being in place in time for the final transfer deadline. 8.Risk/Social Impact Includes potential impact and barriers/challenges and understanding of managing the asset. Very Strong The proposal has a cost saving, does not impact on council direct delivery or service and there are no restrictions on the asset transfer. Applicant has clearly evidenced that they are a robust and viable organisation with effective governance arrangements in place. Applicant has proposed acceptable terms, with prices reflecting Market/Fai Applicant has clearly evidenced that their project links into the key themes of TPFNL Full consideration has been given to the aims, objectives and vision with clear thought to the future direction of the proposal. The proposal provides, for example, social/economic/environmental impact. Comprehensive evidence of need/demand provided including consultations, research and surveys Applicant has clearly demonstrated links with relevant stakeholders and groups as well as strong local partnership and community engagement. Evidence of joint responsibility for delivery of other projects/service. Clear Evidence that sufficient financial resources are/will be in place by the time of transfer and good resource planning for short/ medium/long term sustainability demonstrated. Detailed, realistic and achievable income and expenditure, cash flow forecast provided along with a comprehensive contingency plan. Full evidence that applicant has in place the necessary capabilities to manage the asset. Considerable awareness of the potential impact of the transfer on others, and barriers/challenges clearly identified. Comprehensive information provided on the anticipated social benefit/impact of the transfer and how this will be measured Strong The proposal is cost neutral to the council, it does not impact on council direct delivery of services and there are no restrictions on the asset transfer. Applicant has provided adequate evidence that they are a robust and viable organisation with satisfactory governance arrangements. Applicant has proposed terms, with prices reflecting Market/Fair Value. Satisfactory evidence that the applicant understands the importance of linking to the outcomes of the TPFNL Adequate description of aims, objectives and vision for the proposal. A good understanding of the community benefits including adequate evidence. Need/demand evidence include some consultation and research. Applicant has evidenced some partnership working arrangements. Relevant links with groups also evidenced along with strong community engagement activity. Evidence indicates that sufficient financial resources are/will be in place by the time of transfer and some resource planning has been demonstrated. Satisfactory income and expenditure and cash flow forecast. Some consideration has been given to contingency planning. Satisfactory evidence that applicant has the necessary capabilities to manage the asset. Sufficient awareness of the potential impact of the transfer on others with consideration given to potential barriers/challenges. Adequate information provided on the anticipated social benefit/transfer. Moderate The proposals presents difficulties on the council in terms of one or two of the following – direct cost, council direct delivery of services and or restrictions on the assets transfer. Applicant has evidenced some signs of being robust and viable and partial information provided on governance arrangements. Applicant has proposed terms, with prices well below Market/Fair Value. Limited evidence that the applicant understands the need to ensure the projects reflect one of more of the strands of the TPFNL. Limited description of the aims, objectives and vision for the proposal. Some understanding of the community benefit but not underpinned by substantive evidence. Some evidence of need/demand provided including limited consultations, research and survey Applicant has demonstrated limited links with groups and community engagement activity. Some evidence of partnership working provided. Applicant has demonstrated there are some financial resources in place but all finances may not be available within the timeframe. There is limited evidence of resource planning. Basic income and expenditure and cash flow forecast induced with limited consideration given to contingency planning. Limited evidence to demonstrate capabilities to manage the asset. Some awareness of the potential impact of transfer on others and consideration given to potential barriers/challenges. Minimal information provided on the anticipated social benefit/impact of the transfer. Weak The proposals presents difficulties to the council in terms of cost, council direct delivery of services and restrictions on the asset transfer. Applicant has shown no evidence of being robust and viable and no/little information being provided on governance arrangements Applicant has failed to propose terms or prices. Little or no evidence that the applicant has made a clear connection to the TPFNL Inadequate or no description of aims, objectives and vision for the proposal. Limited reference to community benefit and associated opportunities. No evidence of need/demand provided No/poor evidence of community involvement. No/poor evidence of partnership working Insufficient financial resources currently in place and unlikely to be ready within the Time frame. No evidence to demonstrate resource planning. No income and expenditure and cash flow forecast provided, and no contingency plan outlined. Inadequate or no evidence of capabilities in place to manage the asset. Little or no awareness of the potential impact of the transfer on others or possible barriers/challenges identified. No social benefit/impact monitoring outlined. Very Weak Unlikely to proceed because of ownership restrictions on the asset this would prevent a transfer of responsibility or ownership to another organisation. Applicant has provided no evidence of being robust or viable. Governance arrangement does not meet the criteria for asset transfer. Applicant unsure of securing funding to afford costs. Applicant has no understanding of the TPFNL No description of aims, objectives and vision for the proposal. No reference to community benefit. No evidence of need or demand provided. No evidence of community involvement. No evidence of partnership working. No evidence of financial resources in place. No evidence of resources or financial forecast to predict cash flow. Applicant has provided no evidence of capabilities to manage the asset. No awareness of the potential impact of the transfer on others. No social benefit or impact monitoring in place. Page 160 of 186
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref SP/LP/GS Date 28/04/25 Application from Airdrie Harriers for transfer of land at Langloan, Coatbridge From: Stephen Penman, Chief Officer (Strategy and Engagement) E-mail penmanste@northlan.gov.uk pollockle@northlan.gov.uk Telephone 07947 997750 07814 916564 1. Background 1.1 Part 5 of the Community Empowerment (Scotland) Act 2015 encourages community- based groups to take control of assets to be utilised for positive outcomes as driven and directed at a local level. Qualifying groups can apply to a relevant authority, which includes local authorities, to either lease or purchase an asset. 1.2 Upon a formal application being made, the relevant authority is bound to carry out an assessment of the request, establish that the applicant is a qualifying body and assess both the sustainability and likely benefit of the asset transfer. Benefits can include social Executive Summary The purpose of this report is to provide the Communities Committee with the details of a Community Asset Transfer (CAT) request relating to land at Langloan St, Coatbridge ML5 1HH (as outlined in Appendix 1 of this report) made by Airdrie Harriers, and to provide information on the outcome of the assessment process together with a recommendation to refuse the application. Recommendations It is recommended that the Communities Committee: (1) Considers the detailed assessment of the application against approved criteria, included at Appendix 2, of this report; and (2) Approves the recommendation by the Community Assets Leadership Group to refuse the Community Asset Transfer Request from Airdrie Harriers for the area described at Appendix 1. The Plan for North Lanarkshire Priority Enhance participation, capacity, and empowerment across our communities Ambition statement (20) Improve the involvement of communities in the decisions, and development of services and supports, that affect them Programme of Work Resilient People Item 8 Page 161 of 186
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wellbeing, economic benefit and provision of services and activities that would not otherwise be provided. 1.3 In general terms where a group meets qualifying and eligibility criteria, they can apply for almost any asset held by a relevant authority. The asset does not have to be surplus to the council’s operational requirements. Exclusions apply in a few circumstances including: • NLP mortgaged properties • Common Good Assets • Where the council has entered into a legal agreement for sale or demolition of an asset. 1.4 If it is determined that the asset is not surplus the council needs to assess the operational benefit of retaining the asset against the potential community benefits of approving the transfer. An application can be rejected on grounds including, but not exclusive to, the business model is not sustainable, the proposal is not financially viable, the group cannot evidence community support or community benefit, or the group cannot demonstrate that they have the capacity to manage the asset. 1.5 In June 2024 the Policy and Strategy Committee approved a new Community Ownership and Management of Assets Policy and associated resources aiming to improve the council’s approach to building capacity and opportunity with organisations looking to take on ownership, lease or management of a council owned asset. The aim is to shift the focus to achieving positive outcomes and using available resources and tools to over time increase the pace and volume of successful outcomes while protecting the business of the council, considering any negative impact on the wider community and managing risk levels. The policy and approach can be accessed here and further information and tools are available on the Council website. 2. Report 2.1 Airdrie Harriers is a Scottish Charitable Incorporated Organisation (SCIO) (charity number SC051632). The organisation has submitted a formal request to purchase land at Langloan Street, Coatbridge. This includes the running track, grass terracing, site of Janet Hamilton Community Centre and Coatbridge Outdoor Sport Centre buildings and the car park situated outside the perimeter fence (as outlined in the map at Appendix 1 of this report) at an offer price of £1. 2.2 The organisation proposes to improve the standard of the running track working towards accreditation to attract competitions. They also want to create wider community facilities such as a community centre, modular units and an open area with some gym equipment. Longer term proposals include cross country trails both for their own training and for wider community use as a community trail and a community orchard and allotments. 2.3 A summary of the scores achieved is outlined in figure 1 below. Additional details of the proposal and assessment of the application can be found at appendix 2 and in the CAT application and supporting documents available on the council's website here Page 162 of 186
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Figure 1. Summary Grading Very Strong Strong Moderate Weak Very Weak 1.Details of the asset x 2.Organisation information x 3.Type of Request x 4.Link to the NL Plan x 5.Community Proposal x 6.Support x 7.Financial Information x 8.Risk/Social Impact x 2.4 A description of assessment criteria is at Appendix 3. 2.5 In line with the Council’s Community Ownership and Management Policy and associated scoring process the findings of the Officer Assessment Panel were reported to the Community Asset Leadership Group for consideration. The Group comprises of: • Chief Officer (Strategy and Engagement); • Chief Officer (Asset and Procurement); • Chief Officer (Community Operations); • Chief Officer (Legal and Democratic); and • Chief Officer (Finance & Technology). 2.6 The recommendation is that the Communities Committee refuse the application based on the findings of the assessment attached at Appendix 2. 3. Measures of success 3.1 Support provided to community groups and organisations as a result of initial CAT or PR enquiries; 3.2 Positive outcomes or referrals because of initial CAT or PR enquiries; and 3.3 Increased completions for transfer of assets to community organisations. 4. Supporting documentation 4.1 Community Ownership and Management of Assets Policy and approach here. 4.2 Further information and tools are available on the Council's website. 4.3 Full application can be accessed on the Council's website here. 4.4 Appendix 1 – Map of Asset. 4.5 Appendix 2 – Assessment of application. 4.6 Appendix 3 - Description of scoring criteria. 4.7 Equality Impact Assessment will be published here. Stephen Penman Chief Officer (Strategy and Engagement) Page 163 of 186
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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 impactt?, The recommendation involves refusal of the transfer of an asset to community ownership for community use . An EQIA is will consider any impact on equalities groups and will be available here. 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? As outlined in the assessment at Appendix 2, the asset has been assessed as having a commercial value of £1 million. The offered a price of £1 to purchase the land limits the Council in identifying alternative uses for the land with a potentially significant financial 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 Council’s approach to Community Ownership and Management of Assets reflects and supports the requirements of the Community Empowerment (Scotland) Act 2015. Representatives from Legal and Democratic Services are involved in the Corporate Community Ownership and Management of Assets Working Group and the Leadership Group. 5.5 Data protection impact Page 164 of 186
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Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☒ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☒ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? While the organisation has a track record in delivering local activities and services, they do not have a demonstrable track record in operating an asset of the size and scale being proposed. There is risk related to financial viability and uncertainty that the scale of investment required from funders may not be met and that income targets are unrealistic in the current climate and given the changes to the site limiting the ability to raise money from hall lets. Financial projections do not provide sufficient assurance that the proposal is financially viable and this alongside the very high discount being requested increases the potential risk to the council of transferring the asset under the terms proposed. 5.10 Armed Forces Covenant Duty Page 165 of 186
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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 166 of 186
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Appendix 1 Location map Page 167 of 186
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Appendix 2 Scoring Assessment Name of Organisation/Applicant Airdrie Harriers Details of the Asset Langloan site (site of the Janet Hamilton Centre) Community Area/Ward Langloan (Coatbridge Community Board) Coatbridge West - Ward 10 Date submitted 31 May 2024 Date of Decision Communities Committee 28th April 2025 Recommendation from Leadership Group Reject application Summary comments Airdrie Harriers is a Scottish Charitable Incorporated Organisation (SCIO) (charity number SC051632). The organisation has a long track record and has a presence in the Airdrie and Coatbridge area for 90 years. The organisation has offered a price of £1 to purchase the land at Langloan St, Coatbridge ML5 1HH. This includes the running track, grass terracing, site of Janet Hamilton Community Centre And Coatbridge Outdoor Sport Centre buildings and the car park situated outside the perimeter fence. The District Valuer has assessed the site as having a commercial value of £1 million. The application presents justification for the high discount through the case for community benefit and required investment to bring the asset up to the standard proposed. The organisation has also indicated that they would be prepared to consider a ‘limited or nominal financial sum, over and above the proposed price’. The application aims to improve the standard of the running track working towards accreditation to attract competitions. They also want to create wider community facilities such as a community centre, modular units and an open area with some gym equipment. Longer term proposals include cross country trails both for their own training and for wider community use as a community trail and a community orchard and allotments. The proposal reflects aspirations to develop an energy micro- generation project with the use of and solar panels for the benefit of the wider community. Overall, the application showed some strength with four areas scoring strongly, three moderates and one weak score. The organisation has in place a strong Board with a broad range of skills and experience, and they show evidence of having in place strong governance arrangements. The application clearly aligns with and supports key elements of The Plan for North Lanarkshire Page 168 of 186
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(TPFNL) specifically around health and wellbeing, children and young people and supporting the Council's asset base. There is strong evidence of community engagement and partnership working although it is unclear how much engagement was focussed on the running community and to what extend the wider community supports and would use the asset The transfer of this asset does pose a significant risk to the council. The financial projections do not provide sufficient assurance that the proposal is viable as presented and this, alongside the very high discount being requested, increases the potential risk to the council of transferring the asset under the terms proposed. For example, the financial projections do not appear to have taken into consideration the extent of change in site circumstances due to fire damage and demolition meaning that the group’s aspirations are likely to incur additional costs. The lack of robust financial planning and uncertainty over funding opportunities associated with the proposals gives rise to concerns over the financial viability and and sustainability of the proposed use of the site. This in turn leads to significant uncertainty over the ability of the organisation to support delivery of TPFNL and wider community benefits in future. While the organisation has a long track record in delivering local activities and services, it does not have a demonstrable track record in operating an asset of the size and scale being proposed. This is one of two active CAT requests for this asset and at an initial scoring panel meeting, it was felt that there may be more strength in both applicant organisations being asked to consider a joint application. This was explored but was not deemed feasible by the organisations involved and the scoring panel reconvened to finalise the assessment. Summary Grading Very Strong Strong Moderate Weak Very Weak 1.Details of the asset x 2.Organisation information x 3.Type of Request x 4.Link to the NL Plan x 5.Community Proposal x 6.Support x 7.Financial Information x 8.Risk/Social Impact x 1 Details of the Asset – Includes asset status and proposed use This section asks the council to ensure they are in a position to transfer the asset Notes The Janet Hamilton Centre/Coatbridge Outdoor Sports Centre has not been operational with all activities within the buildings ceasing in January 2023 because of a fire and damage impacting the electrical systems. The council has recently demolished part of the site due to fire damage and health and safety concerns. The council owns the land and Page 169 of 186
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therefore is able to transfer the land if deemed appropriate. Transfer would not directly impact on or restrict any current council services. This is one of two asset transfer requests for this asset and therefore approval of one may impact on the other. Airdrie Harriers seek to purchase the site of Coatbridge Outdoor Sport Centre/Janet Hamilton Centre based at Langloan St, Coatbridge ML5 1HH at a price of £1. This includes the running track, grass terracing, Janet Hamilton Community Centre building, Coatbridge Outdoor Sport Centre building, two storage outbuilding and the car park situated outside the perimeter fence (as outlined in Appendix 1). The community centre building and outdoor sport centre building have been demolished due to fire damage leaving them in a dangerous condition. They aim to invest in the site to upgrade the running track, make use of outdoor space for running and wider community recreational use through creation of community trails and use of modular structures and to develop a community centre facility. Based on the District Valuer assessment of the site outlined at section 3 and the potential value of the land, alternative use for example for social or private housing could bring about community benefit that needs to be considered particularly given the high discount requested. The asset request fits with the previous use of the asset for community use and as a sports facility as well as an outdoor running track. Assessment Strong: The proposal is cost neutral to the council; it does not impact on council direct delivery of services and there are no restrictions on the asset transfer 2 Organisational Information – Includes governance and capacity to deliver Notes Airdrie Harriers is a Scottish Charitable Incorporated Organisation (SCIO) (charity number SC051632). The club was founded in 1933, and they have a long track record of providing services to the Airdrie and Coatbridge communities for 90 years. The organisation has to date primarily been an athletics club within the Airdrie, Coatbridge and surrounding areas but have expressed a commitment to promoting wider health and wellbeing benefits community spirit within North Lanarkshire. Airdrie Harriers demonstrated sound governance arrangements with appropriate policies and procedures, regular business meetings and AGM procedures in place. They have worked with the Community Partnership Team over a period to further improve and ensure they meet the eligibility criteria for Community Asset Transfer. They work with democratic committees to run the club, and the committee and coaches meet bi-monthly to discuss any agenda points people wish to raise. The club’s board and volunteers reflect a broad range of individuals such as business owners, company directors, athletes and coaches. Skills and experience including project and financial management and marketing. They have provided biographies for all board members. Page 170 of 186
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The club aims to expand their board to include, for example, other local community groups and businesses and to fill gaps that they feel would be necessary to manage the development of their plans; for example construction, facilities management and business development. Assessment Strong: Applicant has provided adequate evidence that they are a robust and viable organisation with satisfactory governance arrangements. 3 Type of request, payment and conditions This section confirms the type of request and seeks and whether or not the price reflects a fair price for the asset taking into consideration community benefit Notes The scoring here reflects that the amount offered is significantly below commercial Market value. The organisation has offered £1 for an asset assessed by the District Valuer as having a commercial value of £1million. The organisation has based its offer price on their belief that the site may have contamination issues and therefore could be challenging to re-position or re-purpose. However, this is not evidenced. They also submitted their application on the basis that they believe that significant expenditure would be required to bring the asset to the standard required to deliver their proposal. While the organisation has provided information to suggest that the proposal would bring some community benefit, land of this value could possibly generate significant community benefit through alternative use for example for social housing or private development. While the club has indicated in their application that, they would be prepared to consider a ‘limited or nominal financial sum, over and above the proposed price’ they would prefer to direct resource to the upgrade of the asset to help achieve the community benefit they believe their proposal could bring to the area. Assessment Moderate: Applicant has proposed terms, with prices well below fair/market value 4 Link to Strategy– How the project links into the vision and ambitions set out in the Plan for North Lanarkshire (TPFNL) Notes The application shows direct link to the ambitions as set out in TPFNL and shows how the organisations proposed activities support key elements of TPFNL for example around health and wellbeing, children and young people and economic benefits as well as how the application supports the council's asset base for the benefit of communities. There is specific reference as follows: Improving economic opportunities and outcomes – through creation of a full-time staff member volunteer opportunities. They also mention using local businesses and suppliers to contribute to Community Wealth Building Supporting all children and young people to realise their full potential – They focus on providing an inclusive athletics club to support children and young people to learn a Page 171 of 186
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range of skills as they grow in a positive environment. They reflect on the wider positive benefits of being in an athletics club for children and young people. A successful CAT application would enable them to expand their offer from supporting 130 athletes to 200. Improve the health and wellbeing of our communities. The club works with both athletes who compete and athletes that participate for the health and wellbeing benefits and values both. They believe expanding the facility will provide more opportunities for the community to participate in health and well-being activities at all levels and continue to build on their success in engaging people less likely to engage in health and fitness (i.e. young females and low socio-demographic levels.) Enhance participation, capacity and empowerment across our communities. The club has 25 to 30 volunteer positions, and they believe asset transfer will enable them to grow this and therefore the number of athletes they can support. They provide examples of how parents and athletes have used the skills and experience of volunteering to further careers and other areas of their lives. The proposal aims to involve the community in the development of the site to create a refreshed sense of pride Improve North Lanarkshire’s resource base. The proposal aims to reverse decline and create a shared use asset that the community can use in an area of high socioeconomic deprivation for a range of purposes The proposal also supports climate conscious approaches to creating community benefit with plans to introduce ‘community energy microgeneration 'and use of Air Pumps and solar panels to to supply make the site self-sufficient for energy needs and provide energy and heat to local community. Assessment Strong: Satisfactory evidence that the applicant understands the importance of linking to the outcomes of the TPFNL 5 Community Proposal – Includes project aims, community engagement and community benefit/need Notes The proposal broadly outlines the types of activities to be provided backed up by some engagement with local people and in partnership with some other local organisations with more detail provided on how they plan to physically improve the asset as a space for local people and athletes The application is based on a request to purchase land at Langloan St, Coatbridge ML5 1HH. This includes the running track, grass terracing, site of the Janet Hamilton Community Centre building, Coatbridge Outdoor Sport Centre building and the car park situated outside the perimeter fence at a discounted price of £1 to reflect social value / community benefit and planned improvement work. The organisation has been using the current track to train since 1985. They aim to bring the site up to a standard that it can be regarded as ‘one of the leading track facilities in Scotland’ and to eventually create a community centre type facility at the site of the old Janet Hamilton Centre and to add modular units to be used for example as a toilet block and a large open area with some gym equipment. They aim to undertake track improvements including resurfacing and drainage and longer term are working towards Track Mark accreditation to attract competitions and championships. Additionally, they eventually intend to build cross country trails for training and for the wider community to use as a community trail, a community orchard and community allotments. The proposal Page 172 of 186
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also talks about developing a community energy micro-generation project with the use of and solar panels for the benefit of the wider community and contributing to a climate conscious model. The club mentioned how their project can create wider community benefit with reference to economic benefits such as volunteer and job opportunities and by providing a community hub they will create a base for a range of social, support and health and wellbeing activities to operate. However, the extent to which the the wider local community will engage with and gain from these wider benefits is unclear and potentially limited due to the primary focus on operating as an athletics club dependant on paid membership. This asset is a significant size and based of external valuation could achieve a commercial value of around £1million with potential for creation of wide community benefit through alternative use for example social housing or for private development. An overview has been provided of liaison with groups interested in using the site. They outline informal engagement and relationships with residents and those who use the site, for example dog walkers and local children who play on the site. Examples of more targeted engagement activity are referred to such as working with Langloan Residents & Housing Association to run a fun day and conduct a Community Ownership Survey to gain feedback on their CAT proposal. They received 158 survey responses and have used feedback to shape their proposal. While the scoring panel could see some efforts to engage the wider community it was not entirely clear what proportion of those who participated in engagement activity are from the wider community rather than the athletics community. More generally, engagement could have been more extensive and/or more clearly presented in the application Assessment Moderate: Limited description of the aims, objectives and vision for the proposal. Some understanding of the community benefit but not underpinned by substantive evidence. Some evidence of need/demand provided including limited consultations, research and surveys. 6 Support – Includes stakeholder engagement and partnership working This section looks Including evidence community and stakeholders have been engaged Notes Detail of activity provided to show community, stakeholder and partnership engagement and input to the development of the proposal using methods such as a local survey and community events. The club has shown evidence of some discussion with current and potential users as well as the wider community (as detailed in question 5) and Langloan Redidents and Housing Association. They have undertaken joint work with the Langloan Residents & Housing Association to deliver a fun day and to undertake a survey on the potential community asset transfer (CAT) of with 158 positive responses. They have outlined partnership working and stakeholder engagement with a range of local organisations including • Langloan Tenants & Resident Association • North Lanarkshire Muslim Women’s Alliance Page 173 of 186
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• Bannon fitness classes • Boys Brigade • Drumpellier Waysiders Rugby • Monklands Archery: There is mention of the potential for working with Police Scotland to support them around fitness testing through coaching and use of the facilities when their testing facility moves to Coatbridge. It is unclear to what extent this has been discussed with Police Scotland and how feasible this proposal is. Partnership working could have been strengthened by considering partnership with more key services providers given the focus on health and wellbeing activities Assessment Strong: applicant has evidenced some partnership working arrangements. Relevant links with groups also evidenced along with strong community engagement activity. 7 Financial Information – Includes fundraising, financial planning and management We will seek clarification of funding being in place or any potential delay in funding being in place in time for the final transfer deadline. Notes Financial information and 5-year financial projections have been provided reflecting several assumptions and opportunities for income generation shown through membership and booking fees. The organisations shows that they have been operating with an annual surplus of £30k for several years. The capital site upgrade plans presented are ambitious at a cost in the region of £500k. To ensure operation while the upgrades take place, the organisation plan to install and operate from modular units. A significant amount of the income for the 5-year period is based on that from bookings at the Janet Hamilton Centre. Considering recent damage and demolition, the scoring panel felt that these projections were unrealistic and that some of the other projected income opportunities outlined appeared to be very ambitious. Overall, the proposal appears dependent on significant grant funding and income from fees and lets. The proposal shows that research has been undertaken and advice taken from ‘Sported ' to explore higher value grant opportunities suited to the project. A list of potential funders has been provided and while it is stated that early feedback from funders has been positive it is unclear what discussion/feedback has been obtained to consider likelihood of funding materialising to the scale required and in projected timescales. The site circumstances have changed since fire and demolition which is likely to incur additional costs that have not been clearly factored into costings Assessment Moderate: Applicant has demonstrated there are some financial resources in place, but all finances may not be available within the timeframe. There is limited evidence of resource planning. Basic income and expenditure and cash flow forecast included with limited consideration given to contingency planning. Page 174 of 186
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8 Risk/Social Impact – Includes potential impact and barriers/challenges and understanding of managing the asset. Notes The business plan includes a risk register showing that the organisation has an awareness of risk and a plan in place to monitor and manage risk. While the organisation has a track record in delivering local activities and services, they do not have a demonstrable track record in operating an asset of the size and scale being proposed. The financial projections do not provide sufficient assurance that the proposal is financially viable and this alongside the very high discount being requested increases the potential risk to the council of transferring the asset under the terms proposed. Reiterating the concerns highlighted at question 7 related to financial viability and uncertainty, there appears to be significant risk that the scale of investment required from funders is not met and that income targets are unrealistic in the current climate and given the changes to the site limiting the ability to raise money from hall lets. There could be negative consequences and feeling amongst residents should funding not be raised within agreed timescales to best utilise the site as planned. The plan presented does show consideration of social impact but focuses more on positive benefits rather than the potential for any negative impacts. Positive impacts could include • Local Deprivation - The project is in a highly deprived area and the proposed creation of a community hub, and associated services would align with perceived local need • Health and Wellbeing - Benefits by providing athletics activities, community space and outdoor exercise and recreational space the initiative is likely to generate positive impact on health and wellbeing at least of the current club members and the projected increase in members but it is anticipated that the wider community will benefit from these opportunities too • Creation of a community facility/asset to run a range of social and recreational activities as well as an opportunity for locally needed services to operate • The proposed activities if delivered as planned may have wider impacts on such things as mental health, social isolation and physical activity Negative impacts may be around how accessible the facility will be to the wider community and potential for exclusivity of Harriers paying members although the club has committed to creating an inclusive model based on local need and pride. Assessment Moderate: Limited evidence to demonstrate capabilities to manage the asset. Some awareness of the potential impact of transfer on others and consideration given to potential barriers/challenges. Minimal information provided on the anticipated social benefit/impact of the transfer. Page 175 of 186
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Appendix 3 Description of Scoring Criteria 1.Details of the asset; Includes asset status and proposed use. This section asks the council to ensure they are in a position to transfer the asset 2.Organisation information; Includes governance and capacity to deliver 3.Type of Request: This section confirms the type of request and seeks and whether or not the price reflects a fair price for the asset taking into consideration community benefit 4.Link to the Plan for North Lanarkshire: How the project links into the vision and ambitions set out in the Plan for North Lanarkshire (TPFNL) 5.Community Proposal: Includes project aims, community engagement and community benefit/need 6.Support: Includes stakeholder engagement and partnership working. This section looks Including evidence community and stakeholders have been engaged 7.Financial Information; Includes fundraising, financial planning and management. We will seek clarification of funding being in place or any potential delay in funding being in place in time for the final transfer deadline. 8.Risk/Social Impact Includes potential impact and barriers/challenges and understanding of managing the asset. Very Strong The proposal has a cost saving, does not impact on council direct delivery or service and there are no restrictions on the asset transfer. Applicant has clearly evidenced that they are a robust and viable organisation with effective governance arrangements in place. Applicant has proposed acceptable terms, with prices reflecting Market/Fair value Applicant has clearly evidenced that their project links into the key themes of TPFNL Full consideration has been given to the aims, objectives and vision with clear thought to the future direction of the proposal. The proposal provides, for example, social/economic/environmental impact. Comprehensive evidence of need/demand provided including consultations, research and surveys Applicant has clearly demonstrated links with relevant stakeholders and groups as well as strong local partnership and community engagement. Evidence of joint responsibility for delivery of other projects/service. Clear Evidence that sufficient financial resources are/will be in place by the time of transfer and good resource planning for short/ medium/long term sustainability demonstrated. Detailed, realistic and achievable income and expenditure, cash flow forecast provided along with a comprehensive contingency plan. Full evidence that applicant has in place the necessary capabilities to manage the asset. Considerable awareness of the potential impact of the transfer on others, and barriers/challenges clearly identified. Comprehensive information provided on the anticipated social benefit/impact of the transfer and how this will be measured Strong The proposal is cost neutral to the council, it does not impact on council direct delivery of services and there are no restrictions on the asset transfer. Applicant has provided adequate evidence that they are a robust and viable organisation with satisfactory governance arrangements. Applicant has proposed terms, with prices reflecting Market/Fair Value. Satisfactory evidence that the applicant understands the importance of linking to the outcomes of the TPFNL Adequate description of aims, objectives and vision for the proposal. A good understanding of the community benefits including adequate evidence. Need/demand evidence include some consultation and research. Applicant has evidenced some partnership working arrangements. Relevant links with groups also evidenced along with strong community engagement activity. Evidence indicates that sufficient financial resources are/will be in place by the time of transfer and some resource planning has been demonstrated. Satisfactory income and expenditure and cash flow forecast. Some consideration has been given to contingency planning. Satisfactory evidence that applicant has the necessary capabilities to manage the asset. Sufficient awareness of the potential impact of the transfer on others with consideration given to potential barriers/challenges. Adequate information provided on the anticipated social benefit/transfer. Moderate The proposals presents difficulties on the council in terms of one or two of the following – direct cost, council direct delivery of services and or restrictions on the assets transfer. Applicant has evidenced some signs of being robust and viable and partial information provided on governance arrangements. Applicant has proposed terms, with prices well below Market/Fair Value. Limited evidence that the applicant understands the need to ensure the projects reflect one of more of the strands of the TPFNL. Limited description of the aims, objectives and vision for the proposal. Some understanding of the community benefit but not underpinned by substantive evidence. Some evidence of need/demand provided including limited consultations, research and survey Applicant has demonstrated limited links with groups and community engagement activity. Some evidence of partnership working provided. Applicant has demonstrated there are some financial resources in place but all finances may not be available within the timeframe. There is limited evidence of resource planning. Basic income and expenditure and cash flow forecast induced with limited consideration given to contingency planning. Limited evidence to demonstrate capabilities to manage the asset. Some awareness of the potential impact of transfer on others and consideration given to potential barriers/challenges. Minimal information provided on the anticipated social benefit/impact of the transfer. Weak The proposals presents difficulties to the council in terms of cost, council direct delivery of services and restrictions on the asset transfer. Applicant has shown no evidence of being robust and viable and no/little information being provided on governance arrangements Applicant has failed to propose terms or prices. Little or no evidence that the applicant has made a clear connection to the TPFNL Inadequate or no description of aims, objectives and vision for the proposal. Limited reference to community benefit and associated opportunities. No evidence of need/demand provided No/poor evidence of community involvement. No/poor evidence of partnership working Insufficient financial resources currently in place and unlikely to be ready within the Time frame. No evidence to demonstrate resource planning. No income and expenditure and cash flow forecast provided, and no contingency plan outlined. Inadequate or no evidence of capabilities in place to manage the asset. Little or no awareness of the potential impact of the transfer on others or possible barriers/challenges identified. No social benefit/impact monitoring outlined. Very Weak Unlikely to proceed because of ownership restrictions on the asset this would prevent a transfer of responsibility or ownership to another organisation. Applicant has provided no evidence of being robust or viable. Governance arrangement does not meet the criteria for asset transfer. Applicant unsure of securing funding to afford costs. Applicant has no understanding of the TPFNL No description of aims, objectives and vision for the proposal. No reference to community benefit. No evidence of need or demand provided. No evidence of community involvement. No evidence of partnership working. No evidence of financial resources in place. No evidence of resources or financial forecast to predict cash flow. Applicant has provided no evidence of capabilities to manage the asset. No awareness of the potential impact of the transfer on others. No social benefit or impact monitoring in place. Page 176 of 186
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☐ Yes ☒ No Ref LR/HL Date 28/04/25 Brighter Futures – Volunteer NL Update and Progress April 2025 From Lyall Rennie, Chief Officer (Community Operations) E-mail liddleh@northlan.gov.uk Telephone 07976 726496 1. Background 1.1 The Volunteer NL programme was established in May 2023 with support from the UK Shared Prosperity Fund (UKSPF) and aims to provide support to help expand volunteering opportunities across North Lanarkshire. Led by Active & Creative Communities, the project seeks to engage volunteers to operate across a range of roles within North Lanarkshire Council and offer wider support to volunteers operating in community groups and sporting clubs across North Lanarkshire. Executive Summary This report provides an update on the Volunteer NL project, established in May 2023 with the support of the UK Shared Prosperity Fund and outlines future planned actions as a key theme under the Brighter Futures programme of work. Recommendations It is recommended that the Communities Committee (1) Acknowledge the work of the Volunteer NL Programme under the remit of Brighter Futures and the work undertaken to date to support the development of volunteering pathways in North Lanarkshire. (2) Otherwise, acknowledge the contents of the report. The Plan for North Lanarkshire Priority Enhance participation, capacity, and empowerment across our communities Ambition statement (19) Improve engagement with communities and develop their capacity to help themselves Programme of Work Brighter Futures Item 9 Page 177 of 186
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1.2 Under the remit of Brighter Futures, the programme supports the council’s wider ambitions around improving educational attainment, employment opportunities, entrepreneurship and volunteering. 2. Report 2.1 Volunteer NL was originally established with the aim of supporting the following broad objectives: • Strengthening our social fabric and fostering a sense of local pride and belonging, through investment in activities that enhance physical, cultural and social ties and access to amenities, such as community infrastructure and local green space, and community-led projects. • Building resilient, healthy and safe neighbourhoods, through investment in quality places that people want to live, work, play and learn in, through targeted improvements to the built and natural environment innovative approaches to crime prevention. 2.2 Volunteering helps to break down social barriers and offer people an opportunity to socialise with people from different social and cultural backgrounds. For some, volunteering is a steppingstone in career development, for others simply an opportunity to give something back to their community. The council already engages a range of volunteers to support and enhance service delivery. Our work with local groups and clubs highlights the need to support the critical work of volunteers as the lifeblood of local groups. This project will support the role of volunteers in the council and with local groups and clubs, building a clear pathway for young people developing key skills and supporting the work of groups operating in our communities. 2.3 Under the direction of Brighter Futures, initial key deliverables with the project have achieved the following: Action Taken Establish volunteer baseline, covering current activity, training received, and availability for broader opportunities. We have worked with Services across the council to ensure a clear picture of existing volunteers and the opportunities available to them. Map community partnerships who offer volunteering opportunities and the current offer (baseline). We work closely with VANL as the council’s Third Sector Interface (TSI) to work on overall support to the voluntary sector and in supporting and coordinating activity that enhances the involvement and capacity of the community and voluntary sector in the Plan for North Lanarkshire (TPFNL). Information on the project and Challenge Fund opportunities were recently shared with all Community Boards. Implement and maintain a system capable of capturing volunteers, skills, training and opportunities available. This will include a front-end website (one stop shop) for volunteering in North Lanarkshire. We launched a new volunteer management system (Rosterfy). The system will hold a range of information on volunteer opportunities, training available and provide a means to support development and recognise contribution. For example, after 90 Page 178 of 186
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days/50 hours of volunteering, volunteers will be supported to gain qualifications which will help with career development eg. sports coaching badges. 2.4 A total of 225 volunteers have been recruited since inception of the programme, with around 300 already working in various areas across the council. We have worked with 12 external organisations to offer Employer Supported Volunteering projects, with another six keen to participate once suitable projects are found. An unexpected aspect of the programme has been our ability to offer support to ASN young people transitioning from education to employment. To date, we have offered three work placements, with one young person now in employment and two continuing to gain work experience and additional qualifications while working. A fourth placement will be supported following the Easter break. 2.5 A key achievement in the first two years of the programme was the launch of the Volunteer NL Challenge Fund which operated in both 2023 and 2024. With an overall aim of supporting the development of volunteer pathways, applicants were asked to outline the expected impact on the community, with a particular reference on how the proposed project will strengthen social fabric and lead to demonstrable community benefits. Although not specifically used as an assessment criteria, the strongest applications were able to reinforce the council’s commitment to the Plan for North Lanarkshire. The Challenge Fund 2024 opened in September and closed in early November 2024. As in the previous year, information was provided to all Community Boards to encourage as broad a range of applicants as possible. A social media campaign was supported by Corporate Communications. 2.5 A total of 39 applications were received, with funding granted to 36 – detailed in Appendix One. A scoring panel of council officers, including Community Partnership and UKSPF Project team was convened, with support from VANL, to consider applications. Two of the three applicants not supported were signposted to other funding options available to them. The third failed to respond to repeated request for further details and could not be supported. 2.6 In line with the overall ambitions of Brighter Futures, progress was made within the overall themes of supporting learning and capacity building: • During Volunteer Week 2024, we worked with Voluntary Action North Lanarkshire to provide information and support to voluntary organisations on the Volunteer Friendly award. The Volunteer Friendly Award is a Scottish quality standard for volunteer programmes to support, recognise and reward groups who are good at involving volunteers. We were able to support 3 local groups to achieve this award. • To further support our commitment to quality, the Volunteer NL programme began working towards the Invest in Volunteering Award. Invest in Volunteering the UK quality standard for good practice in volunteer management. We hope to have the outcome of this comprehensive assessment in March 2025. • Twenty volunteers and council mentors were enrolled in the Get Ahead in Volunteering award delivered via the Open University. • We worked with colleagues in Community Learning and Development to support 15 volunteers to enrol in the adult learning programme. Page 179 of 186
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• To further support the delivery of these valuable qualifications, we are currently working with the SQA to establish Volunteer NL as an accredited qualification centre to deliver the Volunteering Skills awards to our volunteers. • We continue to work with colleagues in Active & Creative Communities to support achievement of coaching qualifications which allow participants to access casual work opportunities in both Sports Development and Active Schools. 2.7 We continue to work with employers who are keen to access Employer Supported Volunteering (ESV) projects for their staff. This includes working closely with Hochtief to design and develop their plans for their Connecting Communities programme in support of their commitment to delivering on community benefit and social value. 2.8 Our challenge remains in finding sufficient projects across the community or within the council for volunteers or volunteer groups to undertake. We have recently gone back to Community Boards to make them aware of the potential of Volunteer NL and continue to work closely with VANL and Volunteer Scotland to maximise community benefit. Funding for 2025/26 has now been agreed and we will work with colleagues to further build on programme success. 3. Measures of success 3.1 A sustainable and responsive approach to supporting volunteering and voluntary organisations in North Lanarkshire, which supports the strengthening of our social fabric, fosters a sense of local pride and belonging, and access to support for community-led projects. 4. Supporting documentation 4.1 Appendix 1 Challenge Fund Application 2024/25 Lyall Rennie Chief Officer (Community Operations) Page 180 of 186
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The project is subject to strict monitoring under UKSPF guidelines and with the support of Financial Solutions. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ Page 181 of 186
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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? 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 182 of 186
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Challenge Fund Application 2024/25 Appendix 1 Organisation Amount Awarded Purpose of Funding Airdrie Citizens Advice Bureau £2000 Promotion/Training/Recruitment of Volunteers; Travel expenses for Volunteers Airdrie Community School Uniform Bank £2000 Promotion/Training/Recruitment of Volunteers; Travel expenses for Volunteers; Volunteer Uniforms. Auchinloch Community Council £1754.40 Training for Volunteers CABIA £2030 Volunteer Uniforms/Travel Expenses Cumbernauld Action on Care of the Elderly £1300 Promotion/Training/Recruitment of Volunteers; Travel expenses for Volunteers Caldercruix Community Council £800 Promotion/Training/Recruitment of Volunteers; Travel expenses for Volunteers; Volunteer Uniforms. Cliftonville & Coatdyke Community Group £1305 Promotion/Training/Recruitment of Volunteers; Travel expenses for Volunteers; Volunteer Uniforms. Coatbridge Citizens Advice Bureau £1038.52 Promotion/Training/Recruitment of Volunteers; Travel expenses for Volunteers Community Action Newarthill £800 Promotion/Training/Recruitment of Volunteers; Travel expenses for Volunteers; Volunteer Uniforms. Cumbernauld & Carbrain Community Hub £1505.50 Training for Volunteers; Volunteer Uniforms Diamonds in the Community £1000 Promotion/Training/Recruitment of Volunteers; Travel expenses for Volunteers; Volunteer Uniforms. Friends of Gartcosh £1095 Outdoor Clothing for Volunteers Getting Better Together £1750 Promotion/Training/Recruitment of Volunteers; Travel expenses for Volunteers Glenboig Development Trust £700 Promotion/Training/Recruitment of Volunteers; Travel expenses for Volunteers Homestart £987 Promotion/Training/Recruitment of Volunteers; Travel expenses for Volunteers HOPE for Autism £1950 Events/Uniforms/Recruitment of Volunteers Page 183 of 186
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Jackson Youth Group £1000 Promotion/Training/Recruitment of Volunteers; Travel expenses for Volunteers; Volunteer Uniforms. Kildrum Regeneration Trust £341.60 Training for Volunteers Kirkshaws NBHC £1225 Promotion/Training/Recruitment of Volunteers; Travel expenses for Volunteers; Volunteer Uniforms. Lanarkshire Rape Crisis Centre £1643.08 Promotion/Training/Recruitment of Volunteers; Travel expenses for Volunteers; Volunteer Uniforms. Made4UinML2 £800 Promotion/Training/Recruitment of Volunteers; Travel expenses for Volunteers; Volunteer Uniforms. Moira Anderson Foundation £2000 Promotion/Training/Recruitment of Volunteers; Volunteer Uniforms. Motherwell FC Community Trust £2300 Promotion/Training/Recruitment of Volunteers; Volunteer Uniforms. NCT Centre £3000 Promotion/Training/Recruitment of Volunteers; Travel expenses for Volunteers; Volunteer Uniforms. NLEMA £2114 Promotion/Training/Recruitment of Volunteers. North Lanarkshire Muslim Women & Family Alliance £850 Promotion/Training/Recruitment of Volunteers; Travel expenses for Volunteers. Northern Corridor Community Volunteers £2000 Events; Training for Volunteers; Travel Expenses for Volunteers Pet Pantry £1217 Promotion/Training/Recruitment of Volunteers; Travel expenses for Volunteers; Volunteer Uniforms. Saint Lucy’s Youth Zone £255 Training for Volunteers; Uniforms Shotts Bon Accord Football Academy £1000 Promotion/Training/Recruitment of Volunteers; Events; Volunteer Uniforms. St Andrew’s Hospice £2060 Volunteer Uniforms St Ignatius PTFA £140.40 Events; Training for Volunteers; Travel Expenses for Volunteers Page 184 of 186
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The Haven £678.85 Promotion/Training of Volunteers; Travel expenses for Volunteers; Volunteer Uniforms. Tony’s Safe Place £1500 Training of Volunteers; Uniforms; Travel Expenses for Volunteers Victim Support Scotland £1000 Promotion/Training/Recruitment of Volunteers; Travel expenses for Volunteers. Volunteering Matters £1500 Travel Expenses for Volunteers Well Foundation £3075 Training for Volunteers; Uniforms; Travel Expenses for Volunteers Total Awards £51,715.35 Applications Not Supported – Redirected to Other Opportunities as Appropriate Braehead Tenants and Residents Association – did not meet funding criteria. Chapelhall Community Development Group – did not meet funding criteria. Danceworks – queries over submission could not be resolved. Page 185 of 186
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