Agenda Document Pack - Communities Committee - 09/02/2026
North Lanarkshire Council · 9 February 2026
Back to Communities Committee — 9 February 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Clerk Name: Karen Swan Clerk Telephone: 07919 730272 Clerk Email: committee@northlan.gov.uk 29 January 2026 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, 09 February 2026 at 10:00 AM which you are requested to attend. The agenda of business is attached. Rachel Blair Chief Officer (Legal & Democratic) Members : G Woods, J Reddin, C Barclay, A Beveridge, B Burgess, A Bustard, J Cairns, K Duffy, F Fotheringham, W Goldie, K Harmon, J Jones, J Keltie, J Leckie, M McBride, B McCulloch, P McDade, L Mitchell, L Nolan, N Shevlin, A Smith, J Toner. Page 1 of 214
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Agenda 1 Declarations of Interest In Terms of the Ethical Standards In Public Life Etc. (Scotland) Act 2000 Operational 2 Community Board Local Development Programme Submit report by the Interim Chief Officer (Strategy and Engagement) providing an update on progress with the Community Board Local Development Programme. 5 - 56 3 Community Board and Partnership Communications Strategy Submit report by the Interim Chief Officer (Strategy and Engagement) providing an update on key progress linked to supporting the development of the Community Boards model. 57 - 70 4 North Lanarkshire Community Planning Partnership - Annual Oversight and Improving Outcomes Report 2024-25 Submit report by the Interim Chief Officer (Strategy and Engagement) providing an overview of North Lanarkshire Partnership activity during 2024-2025. 71 - 118 5 Community Wealth Building Update Submit report by the Interim Chief Officer (Strategy and Engagement) providing an update on the creation of a Community Wealth Building Partnership and development of a partnership action plan. 119 - 136 6 Grant Awards Programme (GAP) 2026-2027 Submit report by the Interim Chief Officer (Strategy and Engagement) providing an overview of applications received under the Grant Awards Programme for the 2026/27 financial year. 137 - 168 7 Update on Review of Local Outcome Improvement Plans Submit report by the Interim Chief Officer (Strategy and Engagement) providing an update on nine Local Outcome Improvement Plans. 169 - 180 Page 3 of 214
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8 Cumbernauld Theatre Trust - Future Operating Model and Service Level Agreement 25-26 Submit report by the Chief Officer (Community Operations) seeking approval of the service level agreement and for Cumbernauld Theatre Trust. 181 - 196 9 Active & Creative Communities and Community Facility Usage and Footfall Q3 25-26 and Q3 24-25 Submit report by the Chief Officer (Community Operations) providing an overview of usage of a range of sports, culture and leisure venues and community facilities 197 - 208 Contracts 10 Contracts awarded below Committee approval threshold Submit report by the Chief Officer (Assets and Procurement) advising of the contracts awarded since last meeting of the Committee. 209 - 214 Page 4 of 214
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? Yes No Ref CC/MC Date 09/02/26 Community Board Local Development Programme From Carolynne Coole, Chief Officer (Strategy and Engagement) E-mail Coolemillerc@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-principle 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 funding 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) Acknowledge the examples of completed project case studies (Appendix 3) (4) Recognises the Programme of play area projects for 2025/26 (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 214
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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 four years of the current 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 . The 2025/26 allocation includes the carry forward from the 2024/25 LDP budget allocation. 1.5 Appendix 3 of the report contains case studies of a recently completed LDP projects, Bellshill community engagement: youth consultation, Community Noticeboards in Duchess of Hamilton Park in Motherwell and CCTV camera installation in Luing, Airdrie. 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 play area programme for 2025/26, to be delivered through LDP and with match funding from the 1.7 The amount allocated to each area reflects a reduction of up to 10% 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. 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 Page 6 of 214
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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. 2.2 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. Project progress 2.3 Information on current and potential future projects is contained within Appendix 1. The figures in Appendix 1 are indicative potential project costs, and no budget has been allocated to specific projects. 2.4 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. 2.5 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. Projects seeking approval. 2.6 Table 1 provides a summary of the LDP projects seeking committee approval in this cycle. In total, nine projects from five Community Board areas are seeking approval from the Communities Committee. Table 1. Projects seeking approval from Communities Committee Community Board Area Project Name Project Description Project Potential Cost Airdrie Longriggend Welcome Sign Village welcome sign £15,000 Airdrie Moss Avenue Parking Parking project £15,000 Airdrie Craigneuk fencing Fencing £2,000 Bellshill Holytown War Memorial Garden bench Bench installation £2,000 Bellshill Viewpark Glen signage Signage £10,000 Page 7 of 214
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Motherwell and Wishaw Mural Painting at the KGV park pavilion Mural painted on the park pavilion £10,000 Motherwell Doon Street Play Area Additional play panels £5,000 Shotts Shottskirk Road car parking Parking project £20,000 Shotts Alexander Peden primary school Installing fencing and a gate. £30,000 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 studies. 4.4 Appendix 4 Play Area Development List 2025/26. Carolynne Coole Interim Chief Officer (Strategy and Engagement) Page 8 of 214
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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 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 9 of 214
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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 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 Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Page 10 of 214
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5.11 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. Youth groups and organisations are involved in community boards and participate in a variety of engagement events related to project development and Local Outcome Improvement Plans If Yes, has been carried out? Yes No Page 11 of 214
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Appendix 1 Airdrie Project Name Project Description Progress Budget Notes Leaend Road, Parking spaces Creation of a car park on the large area of grassland in front of property located at 15 Leaend Road, Airdrie Under Development TBC Feasibility work ongoing. Welcome to Chapelhall New sign for village Under Development TBC Initial discussions regarding potential welcome sign. Holehills Kickabout Area New Play Area Under Development TBC Seeking Permission from Education. No proposal form yet. Possibility of developing dual access. Liaised with Forward Planning Team Potential to resurface the MUGA with polymeric surface, CPO currently liaising with education, could be delivered by roads infrastructure Proposal to be sent to education CPO to liaise with education Calderbank Skate Park Skate Park facility Under Development TBC Site visit to be arranged Longriggend welcome sign Low brick wall - Village welcome sign Seeking Approval £15,000 Projects team to consider costs/budget and provide proposers with several design options once they have agreed on the preferred style. Craigneuk Fencing Fencing around a Christmas tree. Seeking Approval £2,000 Fencing being sourced by Project Development team. Moss avenue Parking Potential clearing existing lockups and resurfacing. Seeking Approval £15,000 - £20,000 Projects team provided proposer with two options, proposer has now decided upon an option and projects team to now proceed. Page 12 of 214
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Ballochney Road Plains Path installation Path installation in Plains Potential/ In progress £20,000 Consultation completed with most positive responses. Projects team to order through the roads and infrastructure framework. Airdrie Leisure BMX Pump Track, Funding to support regenerating of the facilities or build a new pump track. Pump Track - Play Potential/ In progress £170,000 Contact awarded in January 2026 Calderbank Welcome Road Sign Welcome Sign Potential/ In progress £3,000 Design process still ongoing. Projects team to provide imagery options for proposer. Caldercruix Play Area Caldercruix Play Area Upgrade Potential/ In progress £100,000 Project awarded to contactor and they have provided a slightly redesigned play area. Upgrading aiming to be completed by end of March 2026. Chapelhall/ Bellside Road Parking Surfacing Potential/ In progress £40,000 Design spec to be completed and be delivered by the Infrastructure Team Framework. Projects team to provide design work Community Partnership Initiatives Potential/ In progress £10,000 Page 13 of 214
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Community Safety CCTV CCTV installations Potential/ In progress £25,000 No current CCTV projects. Lost Villages Heritage Project Potential/ In progress TBC Projects team assessing design and costs. Affric Ave. Car Park Clearing existing lockups and resurfacing lining for a large parking space Potential/ In progress £15,000 - £20,000 Layout drawing completed and to be sent to CPO from Projects team. Project to progress and will be completed through the roads and infrastructure contract. Centenary & West End Park Sculpture Garden Cover the cost of installation for wood carvings Potential/ In progress £5,000 increased to £15,000 Initial stage of project completed, with further stages planned. Projects team also looking into lighting possibilities and costs. Airdrie Boulevard of Lights Replace trees that must be removed along with erect a temporary metal structure beside /behind the new trees to increase the lights effect whilst they are established. Potential/ In progress £15,000 The Arbour Team have issued the tender for a contractor to replace the trees that need to be felled Projects team communicating with internal lighting team. Fabrication of branches from supplier have been ordered. Chapelhall Fencing Xmas Tree Potential/ In progress £2,000 Fencing to be installed by supplier and projects team looking into options for a gate. Page 14 of 214
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Petersburn Main Play Area Renew existent play area and concentrate all play provisions in one play area Potential/ In progress £150,000 Tender awarded and re design completed by supplier. Toddlers Play Area, Varnsdorf way Toddlers Play Area Potential/ in progress £50,000 Project did not go to autumn procurement due to lack of local community support. Will be kept under review. Caldercruix Wheeled Sport Area Refurbishment of the existing wheeled sports area at Moss Avenue Potential/ In progress £50,000 Unsuccessful procurement, no bid from suppliers. Will be reviewed and considered for procurement in 2026/27. West end/ Centenary Park New Interpretation boards Potential/ In progress £15,000 Designs for Board completed, awaiting installation. Caldercruix Heritage Project Heritage Project Completed £42,945 Information plaques fitted in November to complete the project. Page 15 of 214
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Craigneuk Avenue Parking Eight parking spaces could be created Removed Project unfeasible due to services under footpath way and traffic calming islands. Assessment confirmed by Roads service. Project removed due to lack of feasibility. Page 16 of 214
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Bellshill Project Name Project Description Progress Budget Notes Playpark Dornoch Road, Holytown Upgrade of existing Playpark opposite Holytown Primary School Under Development TBC Further discussion with projects team required. Option to create an outdoor gym in the lower play area. Holytown Community Garden Barrier/Fence Fencing around community Garden due to vandalisation on the site Under Development TBC Project team assessing feasibility and cost Holytown War Memorial Garden Tree Lighting Install tree lighting for the trees in the War Memorial Garden Under Development TBC Awaiting proposal from group Site visit has been completed, further discussion to be had with group Bellshill Tree Lighting tree lighting project Under Development TBC Awaiting group support. Bellshill - The Angle community garden Community garden Under Development TBC Awaiting group support & for proposal form Bellshill - North Road underpass Renovation of underpass Under Development TBC Awaiting group support & for proposal form Holytown War Memorial Garden - Bench Installation Base for Benches Seeking Approval £2,000 Projects team assessing price from suppliers for installing bases for benches. Viewpark Glen Signage update and replace signages around Viewpark for the Glen/Douglas support estate. Seeking Approval £10,000 Projects team to provide analysis of feasibility and design. CPO discussing with projects team and proposers regarding designs. Alder Bank Parking Viewpark Additional parking spaces In progress/ Potential £15,000 Projects team to undertake site visits with Hochtief, the framework suppliers. Page 17 of 214
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McCracken Drive Parking Viewpark Additional parking spaces In progress/ Potential £15,000 Projects team to communicate with Hochtief to progress along with communication with roads to gain clarity on process. projects team to undertake site visits with Hochtief. Belvidere Crescent Parking Bellshill Additional parking spaces In progress/ Potential £15,000 To be completed by Hochtief and is a priority. Projects team to communicate with Hochtief to progress along with communication with roads to gain clarity on process. projects team to undertake site visit with Hochtief. Clay Crescent MUGA The area distinctly lacks sufficient open public space and sports facilities. Utilising existing red ash paved football pitch In progress/ Potential £80,000 Contract awarded January 2026 Community Safety CCTV Additional CCTV in locality in conjunction with community safety partners In progress/ Potential £25,000 Fallside & Viewpark: CPO looking into gathering data. Page 18 of 214
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Community Partnership initiatives In progress/ Potential £10,000 Funding to support partnership initiatives. Liberty Road, Parking Bellshill Additional parking spaces In progress/ Potential £30,000 Projects team to communicate with Hochtief to progress along with communication with roads to gain clarity on process. Projects team to undertake site visits with Hochtief. Holytown Play Area Upgrade the Holytown play area due to concerns about access to the play area and bad conditions within the play area. In progress/ Potential £100,000 Currently in Procurement and award due for early December Mossend King George V Play area Upgrade the play area due to concerns about access to the play area and bad conditions within the play area In progress/ Potential £100,000 Currently in Procurement and due back for early December Shirrel Avenue Parking To re-surface/improve a disused lock-up site to ease amount of parking on Shirrel Avenue. In progress/ Potential TBC Hochtief to progress along with communication with roads to gain clarity on process. projects team to undertake site visits with Hochtief. Ella Gardens Mossend Parking Additional parking spaces from house 9-23 - will provide up to nine parking bays In progress/ Potential £20,000 Projects team to undertake site visits with Hochtief. Page 19 of 214
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Warnock Cres additional parking To remove some of the give parking bays Removed TBC Project removed due to lack of feasibility from depth of water mains Orbiston Road Create additional car spaces Removed TBC Project removed due to lack of engagement from proposer. Cronin Place Create additional car spaces Removed TBC Project removed due to lack on engagement from proposers Babylon Road Clear, re-surface and line area to create parking spaces. Removed TBC Project removed due to negative response from Roads Juniper Place Parking Viewpark Additional parking spaces Removed £15,000 Project removed due to negative results from consultation. Page 20 of 214
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Coatbridge Project Name Project Details Progress Budget Notes Avenue of Lights Trees on both sides of Bank Street from Blairgrove Court to the Cenotaph. Under Development TBC Project on hold at present, following initial discussions with proposer. West End Bowling Club Upgrade to the facilities Under Development TBC Initial discussions around developing a proposal for 2026/27 West End play park renewal Upgrade of the existing play area Under Development TBC Project under development with a view to funding in 2026/27 Rosalyn Drive parking bays Parking project Under development TBC Proposal received early November 2025 Kirkwood Tenants & Residents Community Garden Install Community Garden Under Development TBC Group considering alternative site following initial consultation feedback Dunbeth Bowling Club entrance pathways resurface entrance pathway Potential/ in progress TBC Projects team assessing costs. Shawhead Underpass Project Renovation of the Shawhead underpass Potential/ in progress TBC Community Partnership Officer progressing community engagement with the local school and community groups regarding the artwork and design. Shawhead in Bloom Community growing project to enhance public spaces around Shawhead Potential/ in progress TBC Project team progressing the design and costs. Page 21 of 214
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Cenotaph floral displays Large artificial hanging baskets at the cenotaph in West End Park on Bank Street. Potential/ in progress £3,000 Maintenance agreement in place and displays are on order. Welcome to Coatbridge Installation Stonework welcome to Coatbridge installation end of A725, start of Whifflet Street. No visible indicator exists presently to say that you are entering Coatbridge. Potential/ In progress TBC approx. £15,000 Service checks have been completed; design spec has been drafted and with the graphics team. Bargeddie MUGA Development of Bargeddie MUGA Potential/ In progress £80,000 Contract awarded January 2026 Greenend Play Area Full refurb. Add to wheeled sports provision, extra play equipment Potential/ In progress £100,000 Contract awarded to supplier. Work began December 2025, supplier targeting completion in January 2026 Whifflet Park Additional Swing Bay Environmental Improvement Potential/ In progress £5,000 Awaiting delivery of item as part play area contract. Bargeddie Play Area Play Area upgrade Potential/ In progress £100,000 Contract awarded to supplier. Early December start on project. Greenend Wheeled Sports Area Development of Greenend Wheeled Sports Area Potential/ In progress £50,000 . Community Safety CCTV Additional CCTV in locality in conjunction with Community Safety Partners. Potential/ In progress £25,000 Investigation of a permanent camera in Shawhead ongoing. Technical issues being addressed by CCTV team working with stakeholders. Page 22 of 214
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Kelso Quadrant Community space, Create a useable community space on currently unused waste ground to rear of properties Potential/ In progress £10,000 Further engagement with local community ongoing. Carnbroe Heritage panels Install Heritage panels to safely screen mine cap in community garden Potential/ in progress £5,000 Fencing complete, panels have been ordered. Works pending on additional panel to be attached to the fence. Secret Garden (friends of Dunbeth Park Community Garden) Partnership with Friends of Dunbeth Park Potential/ In progress £10,000 Initial phase of the project completed. Community Partnership Initiatives Potential/ In progress £10,000 Langloan Community Space reclaiming community spaces in Langloan. Goal Posts, roll bars & seating area. Project completed £5,000 Project completed early September 2025 Shining Stars Outdoor Learning Space Project Utilise space at rear of building to create secure learning and performance space for ASN theatre school Removed £10,000 Project removed due to ongoing property issues. Lomond Road Townhead Parking Bays potential creation of parking bays on grass island to alleviate congestion on access road. Removed TBC Project will not progress as the preferred location for the parking bays is outwith the scope of LDP Page 23 of 214
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Cumbernauld Project Name Project Details Progress Budget Notes Kildrum Welcome Signage Three metal signs to be installed saying similar to the recently installed. Under Development £2,000 Feasibility checks to still be arranged locations and installation to be confirmed. Site visit to be arranged. Lime Crescent, Abronhill Parking Under Development TBC Delays as site location now been changed, site visit to be arranged. Kildrum Entrance Feature Entrance wall feature to be constructed. It is requested that this be able to accommodate the metal house shields which came off the exterior of the former Cumbernauld High School buildings before demolition. Under Development TBC Feasibility checks to still be arranged between signage or entrance feature Potential site found Page 24 of 214
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Cumbernauld New Town Heritage Signage Refurbish and reinstate original Cumbernauld New Town signage, to designs by town artist Brian Miller Under Development TBC Proposal form received. Location to be moved to Park, cost and budget required. projects team looking into feasibility of design Arria Signage Signage from Craighalbert Road to Arria Sculpture by Andy Scott. Looking at creating 3- 6 signs Under Development £1,500 New application has been submitted final site visit to be completed. Allanfauld Road Seafar Play Area Install a new play area at Allanfauld Road, Seafar, Cumbernauld In Progress/ Potential TBC Contract awarded January 2025 Gap Site Hoarding Design of the hoardings to include historical information and images of the Village In progress/Potential £6,000 approx. Proposal form received. Hoardings to be replaced. passed to projects team for feasibility. Currently with Projects team for design spec and site visit. Afton Road, Parking Parking In progress/Potential £15,000 Potential for two additional parking bays by changing orientation. (due to presence of trees) Design completed Ready to go out for tender. 1-2 parking bays to be created Page 25 of 214
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Birch Road, (Abronhill) Parking In progress/Potential £10,000 Consultation sent out - positive responses received Will be delivered by new infrastructure framework Block of 6 and 4 bays to be created Cumbernauld Peace Garden Memory Walk Memory Walk In progress/Potential £10,000 for initial phase Completed initial site visit for connecting path to memorial walk. early Feb Project on schedule. Meeting with greenspace for location of proposed entrance on 18th March Works ongoing. Design spec being completed. May be separated into phase works. Eastfield Play Area Playpark In progress/Potential £100,000 Melrose Road, Greenfaulds Parking Improvements - removing a bay and lining In progress/Potential £10,833 Projects team followed up with contractors. Community Partnership Initiatives Funding to support community partnership initiatives In progress/Potential £10,000 Page 26 of 214
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CCTV CCTV In progress/Potential £25000 Stonylee Road CCTV - proposal received April 25. Handrails, Kildrum (2 Areas) Pathway Handrails for two areas Completed £10,000 Both handrails installed Spring 25. 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. Removed Feasibility checks undertaken. not possible due to change of level in the Road. Page 27 of 214
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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. Removed Removed due to being unfeasible, due to only given one additional space Page 28 of 214
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Kilsyth & Villages 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 require to be updated. Kilsyth Main Street hoarding Hoarding for a gap site in the Main Street. Under Development TBC Project team undertaking feasibility checks Hillside Park replacement playpark Remove old equipment and move the park to a more central point but close to the original sight In progress/Potential £80,000 Project currently in procurement, contract will be awarded in December 25. Connecting Kilsyth Pathway Project Clean Up and Signage Pathway project to clean up and install signage In progress/ potential £10,000 plus £10,000 donation Seeking proof check on from proposers, meeting to be arranged. Colzium park Play area renewal In progress/Potential £90,000 Contract awarded January 2026 Signage for Kilsyth Sign posts and notice boards creation & installations In progress/Potential TBC Locations for notice boards agreed, project team working with contractors on costs. Page 29 of 214
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MUGA Old Mill View Install a Multi- Use Games Area (MUGA) next to the existing play park at Old Mill View, Croy In progress/Potential £80,000 Contract awarded January 2026 CCTV In progress/Potential £10,000 Barlandfauld CCTV completed: £14k Rennie Road Play Park, Replace Play Area In progress/Potential £80,000 Project has been awarded to a contractor. Project work due to start in January 2026. Community Partnership Initiatives Funding to support partnership initiatives In progress/Potential £1,500 Page 30 of 214
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Motherwell Project Name Project Details Status Budget Notes Play Area in Carfin Play Area Upgrade Under Development TBC Proposal to be created Site visit complete, Project's team to follow up with street scene. Play Area in Cornelia Street Play Area Upgrade Under Development TBC Proposal to be created. Waiting for response from Greenspace Team regarding responsibility. Shields Glen Park, Muirhouse, Nature Trail/Nordic Walking Creation of a trail in the park. Under Development TBC On hold. Waiting response from member of Muirhouse & Flemington Community Group CPO meeting proposers and to provide update. Mural Painting on Pavilion at King George V Park, Craigneuk Turn a building facade into a colourful mural Seeking Approval Indicative £10,000, potential to spilt between Motherwell and Wishaw (5k each) CPO and Projects team met with proposers; budget could increase and be split between two board areas, given the location of the park. Proposers sent design images for CPO to send to Pavillion managers for permission to work on site. Looking into grant funding. Doon Street Play Area Interactive Panels Play equipment Seeking Approval TBC Panels to be ordered as part of the current procurement exercise. Outdoor Gym Margaret Drive, Muirhouse Installation of outdoor gym at Muirhouse park, allowing free access to gym equipment for residents of the area. Potential/ In progress £35,000 Contract awarded January 2026 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 proposal for CCTV for Carfin. Proposal complete, CPO requesting data from Police. Page 31 of 214
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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 Contact awarded. Works to started week beginning 5th Jan 26. 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 to £100K To be delivered by roads infrastructure framework Projects team arranging a site visit with the contractor Coursington Crescent Parking Additional parking Potential/ In progress £15,000 To be delivered by roads infrastructure framework Projects team arranging a site visit with the contractor. Jerviston Play Area Replacement Play Area replacement Potential/ In progress £100,000 Supplier has finalised design layout. Work on site due to start week commencing 5th January 2026. Page 32 of 214
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Outdoor Gym, Glenmore Rd-Lomond Walk, Newarthill Development of an outdoor gym for community use Potential/ In progress £40,000 Contact awarded January 2026 Tommy Gemmell Statue LDP utilised for the groundworks for the statue installation in Craigneuk. Potential/ In progress £75,000 external fund, £35,000 LDP. Site works started 17th November 25, ground works completed January 2026. Duchess Park Renewal of Equipment Replace old equipment in Duchess Park Potential/ In progress TBC Contract awarded January 2026 Page 33 of 214
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Picnic benches for Woodilee playpark Build and maintain approx. 3 or 4 picnic benches Potential/ In progress TBC Feedback from community Group received about the location for the benches. Benches have now been ordered. Craigneuk Take some Breathing Space Bench Installation of a new bench. Completed £500 Benches installed in November 25. 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 Removed TBC Removed for now due to lack of support from proposers Page 34 of 214
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Northern Corridor Project Name Project Details Progress Budget Notes Cardowan Pump Track Develop a pump track facility on ash site next to Cardowan MUGA, Frankfield Road Under Development TBC No progress - hold until 26/27. Moodiesburn Outdoor Gym Establish an outdoor gym facility Potential/ In progress £30,000 Contracted Awarded January 2026 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 Arbour team to complete vegetation clearance. phase 2 to be completed through surfacing framework. Page 35 of 214
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Village Park Play Area, Glenboig To redevelop areas of Village Park, play area, Glenboig via Scottish Government Play Park Renewal Fund. Potential/ In progress £ 50,000 Contract Awarded January 2026 Millerston Pathworks and Solar Lights project Provide new paths works and eco-friendly solar eye ground lighting (solar lighting) at pathways next to Dunalistair Park play area. Potential/ In progress TBC Neighbourhood consultation completed favourable response to the proposal. Project to be delivered through Council framework and lights contractor. Ramoan play area, Glenboig - new entrance New entrance Potential/ In progress £10,000 Arbor Team to clear the site, awaiting confirmation of a start date. Moodiesburn Christmas Tree Project Erect permanent Christmas Tree in Moodiesburn. Potential/ In progress £3,000 Project delayed until after December 2026. 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 Page 36 of 214
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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 No progress currently. On hold due to pump track request. Pivot Centre Moodiesburn Noticeboard The project would provide a noticeboard on site near the Pivot Centre, Moodiesburn to enable local community groups to publicise community events and highlight activities and services provided in the Moodiesburn area. Completed £3,500 Project completed at the end of October 25. Moorpark Pump Track, Muirhead Solar Lights project To provide eco-friendly solar eye ground lighting (solar lighting) at the pathway that is situated at Moor Park, Muirhead next to Moor Park play area and pump track facilities Completed £2,415 Positive response to community consultation Cardowan Solar Lights project Provide eco-friendly solar eye ground lighting (solar lighting) at the pathway that is situated between Frankfield Road and Balmore Crescent, Cardowan next to Cardowan MUGA Completed £2,714 Consultation currently out - receiving positive results Noticeboards for Moodiesburn The location at Stoneyetts Road for an additional noticeboard will complement one to be installed at Pivot CC. This will provide optimum coverage across the Moodiesburn area. Completed £750 Noticeboards installed October 2025. Cardowan Community Meadow Outdoor Gym Establish an outdoor gym facility in Cardowan. Completed £35,000 Project Completed November 2025 Page 37 of 214
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Auchinloch Community Council Outdoor gym Establish outdoor gym facility in Auchinloch Completed £35,000 Project completed November 2025 Bluebell Park, Stepps Upgrade Replacement of old log items and development of outdoor classroom. Funded by Scottish Government monies. Completed £5,000 Project completed November 2025. Moodiesburn Play Area Create play area at top end of Moodiesburn Completed £75,000 Project completed December 2025 Page 38 of 214
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Shotts Project Name Project Description Progress Budget Notes Allanton Community Notice Board Install a new notice board in the village. Under development £1,500 Proposal under development. Shottskirk Road Shotts Car Parking Improvements To improve accessibility and car parking locally Seeking approval Indicative £20,000 Positive feasibility check. Local consultation results positive. Draft layout design completed. Alexander Peden PS Harthill Community access to play and greenspace opportunities. Project to install fencing and installing gate Seeking approval £30,000 Working with the Projects team in Education services to follow up on next steps in terms of agreement of design. Eastfield Harthill future play park improvements To improve play provision in the local community: Renew items of equipment to improve play provision Potential/ in progress £100,000 Currently in procurement. Contract will be awarded in December 2025. Stane Gardens, Additional benches Request for additional benches at Stane Gardens Potential/ In progress £3,000 Awaiting final costs from suppliers for benches. Community Partnership Initiatives Funding to support community partnership initiatives Potential/ In progress £2,000 Page 39 of 214
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Ts housing Stane Corner Manse Road defining park bays and directional signage improvement to be undertaken along with a community awareness campaign to promote car park usage Potential/ In progress £10,000 Road sign to be installed in a suitable location. Additional CCTV in the locality in conjunction with community Potential/ In progress £25,000 Work ongoing with CCTV team for a potential installation in Hartwood. Allanton sports pitch 5 a side goal posts Allanton sports pitch 2 x 5 a side goal posts Removed TBC Consultation with local community had a negative response. Project will not be progressed. Page 40 of 214
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Wishaw Project Name Project Details Status Budget Notes Extension of Wishawhill Pumptrack: Social track 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. Proposal to be submitted in due course. No further progress to report. Tinto Play Facility Creation of a Play Facility in Tinto/Greenhead area Under Development TBC Consultation done indicating that the community need reflects this and there is a need for facilities for children in this area. Project proposal being developed. Overtown Welcome Signage and Heritage Feature Creation of a welcome wall. Under Development TBC CPO working with the group on a draft proposal. Mavisbank St - Braedale play area Slide Replacement of a slide unit Under Development TBC Undertaking feasibility of replacing the play unit at this play area. Page 41 of 214
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Newmains CCTV West Crindledyke Proposed request to install CCTV in/around the West Crindledyke pitches off Lawrie Street, West Crindledyke, Newmains, due to rise in general anti-social behaviour and increase in use of e-bikes Potential/ In progress TBC Waiting for a detailed response to advance with the installation of the cameras Newmains Community Council MUGA (Multi-Use Games Area) Clarification on project one survey findings is received Potential/ In progress £140,000 tbc Further consultation and a review of the orientation of the proposed MUGA is required. Potential for the project to go forward in the next financial year. Cleland Parking Lack of parking at Crossgates Ave, Crosshill Dr & Fraser St Potential/ In progress Indicative - £20,000 Projects to be submitted to framework for delivery. Overtown solar lighting on pathway Built in Solar Lighting on pathway Potential/ In progress £5,000 Installation of solar lighting scheduled for early December 25. Page 42 of 214
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Waverly Drive Play Area Replacement and upgrade of Waverley Drive Play Area Potential/ In progress £100,000 The project due to start before the end of November with a target completion of early January 2026. Cambusnethan Memorial Park Play Area Replacement and upgrade of Play Area Potential/ In progress £100,000 Project delivery will follow the completion of the Waverly Drive play area. Cleland Sydney Devine Memorial Memorial Plaque for Sydney Devine in his town of birth. Potential/ In progress £5,000 Work underway on the plinth and access to the Memorial. Coltness Welcome Sign Welcome Sign Potential/ In progress £20,000 The design has been drafted, seeking approval of the project proposer. Page 43 of 214
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Newmains Community Council Village Welcome Sign Creation of welcome sign Potential/ In progress £20000 + additional costs of £8,400 phase two, Initial design complete. finalised design on Plaque and road signs. Working with contractor to agree final cost and timeline for completion. CCTV Additional CCTV in locality in conjunction with community safety partners Potential/ In progress £25,000 Proposal for Newmains camera being finalised Community Partnership Initiatives Funding to support community partnership initiatives Potential/ In progress £10,000 Branchalwood Estate, Coltness Environmental improvements Potential/ In progress £16,000 In the final design stage with the contractor. For the wildlife signage. Page 44 of 214
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Appendix 2 LDP allocation by Community Board area 2025/26-2028/29 Year Airdrie Bellshill Coatbridge Cumbernauld Kilsyth Motherwell Northern Corridor Shotts Wishaw 2025/26 £278,051 £205,487 £239,094 £244,110 £58,352 £269,190 £121,386 £76,242 £178,568 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 45 of 214
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Appendix 3 Your community asked, we delivered: LDP project case study 1: Bellshill Community Engagement Youth Consultation This case study focuses on the engagement and participation of young people who attend local primary schools, in the development of LDP projects. Background The Community Partnership Team were contacted by a local elected member who had been supporting local community members with their request to upgrade existing facilities in play Project Development Project proposals were received by the Community Partnership Team who sought to engage with the local communities near these play areas to gather local opinion on existing play provision and obtain community support for both projects. An important part of this exercise was to engage with the young people in these communities. The purpose of engagement within local primary schools (Holytown, Mossend and Holy Family Primary Schools) was to engage and consult with the children on the proposed new play areas in O'Wood Avenue in Holytown and King George V Park in Mossend. It was explained to the pupils that the projects would be to upgrade existing facilities. The children were keen to let us know their views and what activities they like to do in play areas. They were also given the opportunity to vote on the equipment they would most like to see in the upgraded play areas. Lots of discussion and great ideas were provided by the young people. The proposal is currently being developed through the Local Development Programme by the Community Partnership Team. Images of Existing Play Provision Page 46 of 214
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Images of Youth Engagement & Consultation Page 47 of 214
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Your community asked, we delivered: LDP project case study 2: Motherwell Duchess of Hamilton Park Community Noticeboards This case study focuses on the installation of three new community noticeboards within Duchess of Hamilton Park in Motherwell which was completed in June 2025. Background A proposal was received from a local community representative looking for support to install two new community noticeboards within Duchess of Hamilton Park. The current cabinets had been damaged and required to be replaced. Project Development The Community Partnership Team engaged with supplier to create heritage style community noticeboards that complimented the park. The park is situated between Crawford Street, Cameron Street and Avon Street in Motherwell. To ensure the noticeboards are seen by as many visitors as possible, three entrance sites were selected each for a noticeboard. The aim of the project was to help promote local community activities and events within the Motherwell area. The Health and Wellness Hub in Motherwell are the new key holder for the noticeboards. Local groups and organisations who would like their posters displayed can drop information into The Health and Wellness Hub, Unit 3, 58-60 Albert Street, Motherwell, ML1 1PR or email info@thehealthandwellnesshub.org.uk and they will be happy to assist. Page 48 of 214
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Sites of Previous Noticeboards Avon Street Crawford Street Page 49 of 214
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Project Completion Page 50 of 214
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Your community asked, we delivered: LDP project case study 3: Airdrie Luing CCTV Cameras Page 51 of 214
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Appendix 4 Play Area Development Update 2025/26 Community Board Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Phase 1 Airdrie Caldercruix play area Play area renewal £100,000 Scottish Government Play Areas renewal funding available to support the project 9th February 26 start Airdrie Petersburn play area Play area renewal £150,000 Scottish Government Play Areas renewal funding available to support the project 9th February 26 start Coatbridge Bargeddie Play area Play area renewal £100,000 Scottish Government Play Areas renewal funding available to support the project Work started 24th November target completion 19th December 25 Coatbridge Greenend play area Play area renewal £100,000 Scottish Government Play Areas renewal funding available to support the project Projects started January 2026 Kilsyth and villages Rennie Road play area Play area renewal £80,000 Scottish Government Play Areas renewal funding available to support the project 9th February 2026 start Motherwell Forgewood play area Play area renewal £100,000 Scottish Government Play Areas renewal funding w/c 5th January 2026 start. Page 52 of 214
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available to support the project Motherwell Jerviston Play area Play area renewal £100,000 Scottish Government Play Areas renewal funding available to support the project w/c 5th January 2026 start. Cumbernauld Eastfield play area Play area renewal £100,000 Scottish Government Play Areas renewal funding available to support the project 15th December 2025 groundwork commences. Project completed January 2026 Northern Corridor Moodiesburn play area Play area renewal £100,000 Scottish Government Play Areas renewal funding available to support the project Project completed December 2025 Wishaw Cambusnethan play area Play area renewal £100,000 Scottish Government Play Areas renewal funding available to support the project 1st December 2025 start, completed January 2026 Wishaw Waverley Park play area Play area renewal £100,000 Scottish Government Play Areas renewal funding available to support the project Project started January 2026 Northern Corridor Bluebell Park, Stepps Play area renewal £5,000 Project completed November 2025 Phase 2 Airdrie Caldercruix Wheeled Sports Installation of a wheeled sports facility £50,000 Procurement unsuccessful. Will be re- tendered in 2026. Page 53 of 214
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Bellshill Holytown play area Play area renewal £100,000 Scottish Government Play Areas renewal funding available to support the project Contact awarded January 2026 Bellshill Mossend play area Play area renewal £100,000 Scottish Government Play Areas renewal funding available to support the project Contact awarded January 2026 Bellshill Clay Crescent MUGA Multi-Use Games Area £80,000 Contact awarded January 2026 Coatbridge Bargeddie MUGA New MUGA facility £90,000 Contact awarded January 2026 Cumbernauld Allanfauld Road Seafar play area Replacement play area £100,000 Contact awarded January 2026 Kilsyth and villages Hillside Park play area Play area renewal £90,000 Scottish Government Play Areas renewal funding available to support the project Contact awarded January 2026 Kilsyth and villages Colzium Park play area Play area renewal £90,000 Scottish Government Play Areas renewal funding available to support the project Scottish Government Play Areas renewal funding available to support the project Contact awarded January 2026 Kilsyth and villages MUGA Old Mill View Play area renewal £80,000 Scottish Government Play Areas renewal funding Contact awarded January 2026. Page 54 of 214
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available to support the project Motherwell Glenmore Road Outdoor Gym New outdoor gym £40,000 Contact awarded January 2026. Motherwell Duchess Park play area Play area renewal £100,000 Scottish Government Play Areas renewal funding available to support the project Contact awarded January 2026. Northern Corridor Village Park play area Play area renewal £50,000 Scottish Government Play Areas renewal funding available to support the project Contact awarded January 2026. Page 55 of 214
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? Yes No Ref CC/MC Date 09/02/26 Community Boards and Partnership Communications Strategy From Carolynne Coole, Interim Chief Officer (Strategy and Engagement) E-mail coolemillerc@northlan.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 4, 2025 Community Board meetings that took place throughout November/December 2025. This includes: 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 The planning, delivery and feedback from the Community Board Conference Recognition by the Accounts Commission in its Best Value: North Lanarkshire Council communities, partners and groups 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 4, 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. Item 3 Page 57 of 214
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1. Background 1.1 Community Matters - A Framework for Working with Communities set out the 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 an annual 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 nine Community Boards annually. 1.4 Cycle 4, 2025 Board meetings have now taken place, and an example of an agenda is included in Appendix 1. Table 1 Cycle 4, 2025 Community Board Meetings 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 All Programmes of Work Area Meeting Date & Time Location Shotts 18/11/2025 at 6:30pm Online via Teams Northern Corridor 19/11/2025 at 7:00pm Chryston Parish Church Coatbridge 20/11/2025 at 6:30pm Coatbridge Community Centre Cumbernauld 25/11/2025 at 6:30pm Eastfield Primary School Kilsyth & Villages 26/11/2025 at 6:30pm Wishaw 27/11/2025 at 6:30pm Clyde Valley High School Airdrie 03/12/2025 at 6:30pm Cairnlea Parish Church Bellshill 04/12/2025 at 6:30pm Cardinal Newman High School Motherwell 09/12/2025 at 6:30pm Online via Teams Page 58 of 214
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2. Report Community Boards Cycle 4, 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 Board meetings. Approximately 204 people attended this cycle although this was a slight decrease since the previous cycle of meetings. There were 71 community organisations represented which is one less than the previous round of Board meetings with 85 community representatives in attendance. There were 30 individual local people in attendance at meetings which was double the number of individuals who attended the previous cycle of meetings. 2.2 A broader range of community representation is generally in evidence at Community Board meetings with 8 new organisations attending this cycle of Board meetings. 2.3 The categories of participants in Cycle 4, 2025 Community Boards are as set out in Table 2 below: Table 2 - Participants (Cycle 4, 2025) Participants at Community Boards Community Councils Tenants and Residents Associations Historical/Cultural Groups Community Forums Lanarkshire Deaf Services/ Lanarkshire Deaf Hub Police Scotland Scottish Fire & Rescue NHS Lanarkshire Voluntary Action North Lanarkshire Community Organisations Elected Members Council Officers Local people/residents 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 the council website and MyTown pages four weeks in advance of each meeting with additional promotion scheduled one 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 59 of 214
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engagement activity through LOIP subgroups and community networks to represent the views of the wider community as appropriate. 2.5 Although there was a small decrease in the overall number of people attending Community Boards this cycle, there was double the number of individual local people in attendance and the number of community representatives remained almost the same in comparison to the previous cycle in Aug/Sept 2025. 15 Community Councils and Tenants and Residents Associations attended this cycle of Board meetings. Agenda Items 2.6 During this cycle, eight out of 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, Gartcosh Crime Campus parking issues, section 69 and 75 contributions and LDP in the Northern Corridor; Flood Prevention, in Kilsyth and Villages; Town Centre Development, Cumbernauld Theatre and Cumbernauld 70th anniversary in Cumbernauld, Burleigh Street Fire Incident and Coatbridge Orchard Group in Coatbridge; Anti-social Behaviour at Hartwood Village at Shotts; Parking Issues, Golfhill, and New Monklands School in Airdrie; Town Christmas Lights, Heritage Trail and Roadworks update at Wishaw and off-road bikes in Bellshill. 2.7 In addition to the agenda items above, local community groups provided updates at some Boards including Carbrain Community Events and Cumbernauld Theatre at Cumbernauld Board, Welfare, Kilsyth Environmental Group and Banton and Kelvinhead Community Council at Kilsyth and Villages Board, Moodiesburn Community Action Group at Northern Corridor Board, Kirkwood Tenants and Residents and Orchard Group at Coatbridge Board, Airdrie School Uniform Bank and Chapelhall Development Group at Airdrie Board; Social Track update on Heritage Trail at Wishaw Board CAT application progress update at Bellshill Board. An example copy of an agenda can be found in Appendix 1. 2.8 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. In this cycle, the Project Development Manager responsible for the Town Centre Development attended the Cumbernauld Community Board and is included as a standing item on the agenda; a flood prevention update was requested by Kilsyth Community Board; and an update was provided an update on Burleigh Street Fire Incident at Coatbridge Community Board. Best Value: North Lanarkshire Council Report 2.9 (January 2026), which recognised the positive contribution of collaborative working and engagement with communities and partners, it should be noted that the Report commitment to improving outcomes for its communities and its outward-facing approach to working with partners across and outwith the region. 2.10 Specifically, the Report cited the role that Community Boards play in achieving enhanced participation, capacity and empowerment across communities, and in particular, the consideration given to seldom-heard voices, minorities, and young people. It also highlighted how Community Boards and the wider community Page 60 of 214
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engagement activities have had a positive impact on themes such as transformation, LOIPs and budget. Opportunities to Provide Updates and Share Views 2.11 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. 2.12 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. 2.13 Following the Community Board Conference that took place in Cairnlea Church, Airdrie on Saturday 17th May 2025, all feedback from the conference was collated. A meeting took place with Board Chairs in September 2025 to review areas for consideration that were identified through the feedback provided by participants. Feedback has been shared with Community Boards and NLP partners. Further meetings will be arranged to discuss areas for consideration. Special Board Meetings 2.14 A joint Special Board Meeting was requested by Airdrie and Coatbridge Community Boards which took place on 22nd October 2025 in @home centre in Airdrie. The meeting was arranged in response to transport issues identified within local communities. The meeting was chaired by the Airdrie Community Board Chair and attended by SPT, First Glasgow, Scottish Citylink, JMB Travel and Bus Users UK. 32 people attended the meeting and feedback was positive. Community Board Local Development Programme (LDP) Projects 2.15 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 4, 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 2.16 This cycle 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. Page 61 of 214
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2.17 Members of Who Cares? Scotland, Deaf Services Lanarkshire, Cumbernauld Action for Care of the Elderly (CACE), and Hope for Autism, attended this cycle of Community Board meetings. 2.18 Work is ongoing with youth groups to encourage them to provide a presentation/ update to Community Boards. Although no young people attended this cycle of meetings, a range of engagement and consultation opportunities have taken place with young people. As reported in the separate Youth Engagement and Consultation report to Committee, over the past year, more than 2,500 young people have taken part in shaping their local communities including involvement in decisions around playparks, Community Safety and local services helping to shape £1.5 million investments in new playparks, multi-use games areas (MUGAs and environmental projects LDP projects. Four High School attended the Communities Committee in October 2025 to share their experiences of being involved in local decision making. 2.19 In addition, young people have been working with Corporate Communications to create video content to promote the work of Community Boards to young people. 2.20 Four videos were created based on scripts developed by the pupils and the community partnership team highlighting issues that matter to the young people such as safety, social activities and transport. To date, two videos have been published on the videos have been very popular, attracting an average of 78,000 views and 3,190 likes. 2.21 The videos support a wider campaign to forge positive engagement with young people and all four videos will eventually be available on the council website. It is the intention to display promotional boards in schools and pupils will be able to scan a QR code to visit the website, view the videos and learn more about getting involved with Community Boards. 2.22 Between August/September and November/December Board Meetings, engagement took place with young people, for example, during the School October Week holiday, over 100 young people participated in a range of targeted Partnership Youth Engagement events in the Carbrain area of Cumbernauld which was carried out by Community Planning Partners in partnership with local Community Organisations. 2.23 Over 40 young people were engaged at a Developing Young Workforce (DYW) volunteering event l where young people from Cumbernauld, Kilsyth and Villages and Moodiesburn learned more about Community Boards, LOIPs and Local Development Programme projects and how they can become involved. Young people put forward a range of ideas for projects within their local areas, and these ideas are being looked at in terms of feasibility. 2.24 Ten young people were involved in a Winter Warmer cost of living event that was organised through Airdrie Action Partnership which took place in @home centre with young people volunteering to help with activities and the café at the event. 2.25 Pupils from Mossend and Holy Family Primary Schools in Bellshill and Allanton and St helped design a new sign for Hope Street Adventure Park as the previous sign had been damaged. 60 Pupils from Allanton Primary and St 80 pupils from Patricks Primary also participated in a Design a Sign competition for Hartwood Play Area. Page 62 of 214
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2.26 Approximately 90 young people from ol from Wishaw and Shotts localities took part across 5 workshops and a further 10 young people who attend the Shotts Young Leaders Group (CLD group) attended an information session focussed on Community Boards. 2.27 Consultation also took place with 17 young people from Schools around the development of Newmains Multi Use Games Area (MUGA). 2.28 This demonstrates a strong commitment to involving young people in shaping their community and addressing issues that matter to them. Our Lives Black, Asian, and other Minority Ethnic People Our Lives Research 2.29 Following a presentation to the Strategic Leadership Board (SLB) in April, the SLB Lead Officers Group set out to explore with the different minority ethnic communities what difference the work to progress the recommendations of the Our Lives Research was making to the lives of people. 2.30 On 18 November, a conference was held with over 80 delegates from across our diverse communities. The author of the research, Dr Mohammed Ishaq from the University of the West of Scotland was a guest speaker. A progress update was presented to the conference and discussion groups were facilitated to consider the progress and the reality for local people. The results of those discussions are being collated and will be reported to the SLB in due course, so that each individual partner organisation can consider the results and take any necessary action. NL Cultural Committee 2.31 The new Cultural Committee for North Lanarkshire has grown from strength to strength in recent months. In October 2025, the Committee held its first event by hosting a community celebration to commemorate Black History Month. The Committee is now in the process of planning to become a constituted body. Moving Forward Community Board Chairs 2.32 At this cycle of meetings, all nine Community Boards were chaired by Community representatives. Community Board Development Programme 2.33 The Talent and Organisational Development (TOD) Team is currently collaborating with colleagues from the Community Partnership team to plan, design, and implement a new Community Board induction area within the hub. The key topic areas have been identified and introductory video recordings involving Community Board Chairs is well underway. The TOD Team is working to edit the recordings and building them into the storyline platform over the next few weeks. 2.34 It has also been suggested to build a 'Meet the Team' area in the induction package. An area focussed on key members from the North Lanarkshire Partnership (NLP) Team Page 63 of 214
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with photographs and a small bio of each. It is anticipated the induction area will be completed early 2026. 2.35 Since the previous update, the hub has been accessed by 77 of the 131 identified audience members, with the most recent recorded activity taking place in October 2025. The Role of Chief Officers as Community Coordinators 2.36 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. 2.37 During the last cycle of Community Board meetings, each Community Coordinator in an online survey to ascertain views on council services. The findings of this survey will be incorporated into a report for elected members to help inform budget-setting decisions. Future Board Meetings 2.38 The next cycle of Community Board meetings will be held in February/March 2026. 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, 7 Board meetings took place in person within Community Facilities and 2 took place online via Microsoft Teams. 2.39 Cycle 1, 2026 meeting dates are set out in Table 3 below. Table 3 Community Board Meeting Dates (Cycle 1, 2026) Community Board Day Date Shotts Tuesday 17/02/2026 Northern Corridor Wednesday 18/02/2026 Coatbridge Thursday 19/02/2026 Cumbernauld Tuesday 24/02/2026 Kilsyth & Villages Wednesday 25/03/2026 Wishaw Thursday 26/03/2026 Airdrie Wednesday 04/03/2026 Bellshill Thursday 05/03/2026 Motherwell Tuesday 10/03/2026 Local Outcome Improvement Plans Partnership Delivery, Monitoring, and Management Framework 2.40 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. Page 64 of 214
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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 4, 2025 Community Board Agenda. Carolynne Coole Interim Chief Officer (Strategy and Engagement) Page 65 of 214
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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 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 Page 66 of 214
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5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes No If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes No 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes No If Yes, please provide a brief summary of the impact? 5.8 Communications impact communications activities? Yes No If Yes, please provide a brief summary of the impact? Youth groups and organisations are involved in Community Boards providing presentations and other inputs, they also contribute to development of Local Outcome Improvement Plans. Local groups are engaged through direct communication and social media managed by NLC colleagues 5.9 Risk impact Is there a risk impact? Yes No If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes No If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Page 67 of 214
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5.11 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 been carried out? Yes No Page 68 of 214
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Appendix 1 Community Board Agenda (Cycle 4, 2025) AGENDA (example) 1. Welcome and Introduction: VANL to record the minutes of Board meetings (Subject to local changes). 2. Apologies 3. Minute of previous meeting and matters arising 4. Local priorities Local Outcome Improvement Plan (LOIP) updates: LOIP Review update Local priority updates 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 Agenda items put forward by local people 6. NLC Budget Briefing 7. Local engagement/investment Local engagement/consultation o Housing Asset Management Plan (Homes for a Thriving Tomorrow) Funding opportunities 8. Standing agenda items Community Coordinator update Local Development Programme (LDP) update 9. AOCB 10. Date and time of next meeting. (February/March 2026) Page 69 of 214
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North Lanarkshire Community Planning Partnership: Annual Oversight and Improving Outcomes Report 2024-2025 North Lanarkshire Council Report Does this report require to be approved? Yes No Ref CC/WC Date 09/02/26 From Caroline Coole, Interim Chief Officer (Strategy and Engagement) E-mail CoolemillerC@northlan.gov.uk Telephone 07583 036009 Executive Summary In line with statutory responsibilities under the Community Empowerment (Scotland) Act 2015, this report provides an overview of North Lanarkshire Partnership activity during 2024 -2025 with a particular emphasis on improving outcomes. The Community Empowerment (Scotland) Act 2015 places a range of statutory duties on public bodies and other organisations to strengthen community engagement and empowerment. These duties include increasing community participation in the planning and delivery of public services and enabling community management or ownership of buildings and land. The Act requires all public sector bodies to work collaboratively and engage with local communities on the issues that matter most to them, with the shared aim of improving outcomes in these priority areas. There is a particular focus on tackling inequalities, poverty, and socio-economic disadvantage within local communities. Community Planning Partners must also report publicly on progress, demonstrating where outcomes have improved through joint planning, collaboration, and effective partnership working - both operationally and strategically. This Annual Oversight and Improving Outcome Report 2024 - 2025 highlights the positive impact of community planning in North Lanarkshire, showcasing strengthened partnership ambitions. Recommendations It is recommended that the Communities Committee: (1) Approves the North Lanarkshire Partnership Strategic Leadership Annual Oversight and Improving Outcomes Report 2024 -2025 attached as Appendix 1 Communities Committee Item 4 Page 71 of 214
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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 All Programmes of Work 1. Background 1.1. The Community Empowerment (Scotland) Act 2015 continues to shape the strategic direction of community planning in North Lanarkshire, placing statutory duties on public bodies to collaborate with communities in improving outcomes and tackling inequalities. The North Lanarkshire Partnership (NLP) remains committed to fulfilling these obligations through the publication and delivery of Local Outcomes Improvement Plans (LOIPs) and targeted Locality Improvement Plans. 1.2. Under the statutory duties set out in the Act, Community Planning Partnerships (CPPs) are required to prepare and publish a Local Outcomes Improvement Plan (LOIP) that identify the key outcomes for improvement within their local area. These partnerships must also review and report annually on the progress made in delivering the LOIP, ensuring transparency and accountability in their efforts to improve public services and reduce inequalities. 1.3. In addition, the Act mandates that Community Planning Partnerships identify communities experiencing significantly poorer outcomes compared to other areas within the local authority and across Scotland. For these communities, individual Locality Improvement Plans must be developed and published, outlining the specific issues to be addressed and the actions partners will take to improve outcomes. This report provides assurance that North Lanarkshire Community Planning Partnership is fulfilling these statutory obligations. It highlights collaborative efforts between public sector partners, the voluntary sector, and residents in planning, delivering, and resourcing services aimed at improving outcomes and tackling inequalities. 2. Report North Lanarkshire Community Planning Partnership - Annual Oversight and Improving Outcomes Report 2024-2025 2.1 An integrated programme of reporting activity supports the North Lanarkshire Community Planning Partnership in monitoring progress against priorities while fulfilling statutory reporting obligations. This includes: 2.1.1 Consideration of the Annual Outcomes Report by the North Lanarkshire Partnership Links to the 2023/24 Annual Outcomes Report) 2.1.2 Submission of a composite performance report to the NLP Strategic Leadership Board every six months, detailing partnership activity and progress on identified priorities and actions across the nine Local Outcome Improvement Plans. Similar reports are considered by the Communities Committee and published online (Links to the 1 April 2024 30 September 2024 and 1 October 2024 to 31 March 2025). Page 72 of 214
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2.1.3 Preparation and publication of annual progress reports on delivery of individual Local Outcome Improvement Plan actions for each area, considered by the relevant Community Board. 2.1.4 Annual reporting by statutory partnerships and other working groups on thematic Strategic Alignment with The Plan for North Lanarkshire 2.2 In March 2019, the Partnership endorsed and adopted The Plan for North Lanarkshire as its long-term strategic vision. This plan provides a single, shared focus and strengthens commitment across all partners to improve outcomes and tackle deep- rooted inequalities. 2.2.1 Reporting is further enhanced through annual updates to North Lanarkshire Work. These reports review progress across all strands of work and outline planned actions for the coming year. The report considered by the Policy and Strategy Committee on 13 March 2025 (Link) highlights the significant achievements to date and sets the strategic direction for the period 2025 and beyond. 2.2.2 The Plan is supported by 28 high-level health check indicators, reflecting all partner functions and measured over the lifespan of the plan. These indicators enable strategic leaders to assess progress, identify improvements, and target areas requiring further action. 2.3 Key highlights are described more fully in the Annual Oversight and Improving Outcomes Report 2024-2025 attached as Appendix 1, include: Community Empowerment: The Partnership successfully advanced the implementation of Local Outcomes Improvement Plans across all nine Community Board areas, supported by strengthened Local Partnership Teams and enhanced improvement planning through Community Board Chairs. Community Wealth Building: A comprehensive multi-agency Community Wealth Building Statement and Implementation Plan were developed, embedding Community Wealth Building principles across procurement, employment, land use, finance, and inclusive ownership, while maintaining active engagement with the national Community Wealth Building Practitioners Network. Local Employability Partnership: Collaborative efforts were intensified to expand initiatives targeting priority groups and to strengthen stakeholder partnerships, ensuring the delivery of inclusive and sustainable employment pathways. 3. Measures of success 3.1 Continued compliance by the council and community planning partners with the statutory duties, responsibilities and reporting requirements enacted through the Local Government (Scotland) Act 2003 and the more recent, and wider reaching, Community Empowerment (Scotland) Act 2015. Page 73 of 214
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3.2 Effective joint planning, collaboration and partnership working by the council, partner agencies, voluntary and community organisations and local communities themselves resulting in improved outcomes andincreased prosperity and growthfor all in line with the shared ambitions in The Plan for North Lanarkshire. 3.3 Continued development of community planning at a local level through the work of the Community Boards and Local Partnership Teams with increased engagement, . 4. Supporting documentation 4.1 Appendix 1 NorthLanarkshireCommunityPlanningPartnership AnnualOversight and Improving Outcomes Report 2024-2025. Carolynne Coole Interim Chief Officer (Strategy and Engagement) Page 74 of 214
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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 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 75 of 214
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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 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 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 Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes No Page 76 of 214
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? Yes No Ref CC/LP Date 09/02/26 Community Wealth Building Update From Carolynne Coole, Interim Chief Officer (Strategy and Engagement) E-mail CooleMillerC@northlan.gov.uk Telephone 07583 036009 1. Background 1.1 The North Lanarkshire approach to Community Wealth Building (CWB) is currently being progressed through a partnership working group made up of: North Lanarkshire Council North Lanarkshire Health and Social Care Partnership NHS Lanarkshire Voluntary Action North Lanarkshire Police Scotland Scottish Fire and Rescue Service Executive Summary This report provides an update on the approved North Lanarkshire approach to the creation of a Community Wealth Building Partnership and the process for developing a partnership action plan to reflect the emerging requirements of the introduction of Community Wealth Building legislation. Recommendations It is recommended that the Communities Committee: (1) Acknowledge the progress made to date to develop the partnership approach to Community Wealth Building in anticipation of the introduction of legislation and the approach outlined for creation of a CWB Partnership (2) Support the next steps for the working group to start to develop actions following the formal introduction of legislation associated guidance (3) Agree to further updates and discussion on the introduction of the legislation and associated guidance as they become available. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Programme of Work All Programmes of Work Item 5 Page 119 of 214
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1.2 To date the group has coordinated community and stakeholder engagement, mapping against the CWB pillars and development of the partnership CWB statement. 1.3 The North Lanarkshire Community Wealth Building Statement can be viewed at Appendix 1 of this report. 1.4 Following a national consultation which took place between 31st January and 25th April 2023, and a commitment set out in the Programme for Government in September 2024, a Community Wealth Building Bill was announced in March 2025 in the Scottish Parliament. The publication item can be seen here and further information on the bill can be accessed here. 1.5 North Lanarkshire Council and NHS Lanarkshire colleagues have actively represented the partnership in national discussions and networks including the CWB Practitioners Network established to enable collaboration between local authorities, and to progress and promote the development of a collaborative approach to CWB across Scotland. 1.6 Some background information on Community Wealth Building, and the five nationally recognised pillars is attached at appendix 2. In summary, the five pillars are as follows: Spending - Maximising community and business benefits through procurement and commissioning, developing good enterprises, fair work and shorter supply chains. Workforce - Increasing Fair Work and developing local labour markets that support the prosperity and wellbeing of communities. Land and Property - Growing social, ecological, financial and economic value that local communities gain from land and property assets. Inclusive Ownership - Developing more local and inclusive enterprises which generate community wealth, including social enterprises, employee-owned firms and co-operatives. Finance - Ensuring that flows of investment and financial institutions work for local people, communities and businesses. 2. Report Emerging Requirements of the Legislation 2.1 Following a national consultation which took place between January and April 2023, the Programme for Government announced on 4 September 2024, stated that a Community Wealth Building Bill would be introduced during the 2024/2025 parliamentary year. The Bill was announced in March 2025 and can be seen here with further information accessible here 2.2 Local authorities and the relevant public bodies relating to them are collectively referred local authority and 2.3 Community Wealth Building Partners as specified in the Bill are: Local authorities NHS Boards Colleges Page 120 of 214
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Scottish Enterprise Skills Development Scotland Strathclyde Partnership for Transport (SPT) 2.4 Other agencies identified have a duty to pay due regard to the legislative guidance when developing their operational plans and delivery strategies including Scottish Fire and Rescue Service and Police Scotland. The role of Third sector interfaces has not yet been defined in the Bill to date. North Lanarkshire Approach to Date 2.5 At the April 2025 SLB meeting and in preparation for the introduction of legislative duties, a report was presented updating on partnership progress and the likely requirements of the legislation based on the published Bill. At this meeting the SLB requested that the current partnership working group meet to consider options for meeting the legislative requirements and present these to the SLB at a later meeting. Representatives participated in a session in October 2025 to explore options and ideas to further the work already undertaken in North Lanarkshire to date to prepare for the legislation. 2.6 The partnership group is reassured that the work to date will assist in meeting the likely legislative requirements when they come into force and work has already commenced to develop an implementation plan and associated actions as outlined at appendices 1 and 3. There is also a significant opportunity to embed a Community Wealth Building approach across the partnership through the ongoing LOIP review at a very local level. There is real potential to consider the role of all sectors including businesses, local communities, the CVS and public sector in supporting approaches that improve the lives of local people and are targeted to delivery in a way that responds to local needs and circumstances. This is an opportunity for the public sector agencies to review how LOIPs can be used as a tool to supplement strategic priorities through grassroots, targeted activity and testing of approaches with those most likely to experience inequalities and areas where the universal approaches are less impactful. Partnership Development Session 2.7 The focus for this session, which took place on 6th October 2025 was to consider options around the creation of a CWB partnership that: meets the representation outlined in the legislation supports the wider strategic priorities and approaches aligned to TPFNL and local approaches through the review of LOIPs. 2.8 Some points and themes highlighted through discussion included: 2.8.1 Ensuring there are established links to the LOIP review to demonstrate and bring CWB to life at a local level for example using local partnerships to test ideas in key areas to engage, understand challenges to accessing services and testing short term approaches to help raise awareness and increase impact of strategies longer term. 2.8.2 Governance and Accountability: Clear governance and accountability is needed both as a partnership and for individual organisations to ensure any challenges are highlighted and agreed actions are supported and resourced. Page 121 of 214
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2.8.3 Building on current priorities and what works General feeling that we should build when many actions are or could be driven through existing mechanisms. 2.8.4 Role of the CVS Community engagement and shared partnerships with CVS organisations is important to ensure the focus is on strengthening the role and reach of the CVS and that impact/benefits remain within and for NL communities 2.8.5 Supporting businesses to engage and play a role Consider what needs to be done to support businesses to understand, explore and focus on their potential role as local employers, contractors, service providers and suppliers as well as being part of a wider community. 2.8.6 Using community funding and participatory budgeting could create good opportunities and engagement tools to demonstrate small but impactful action for communities of interest/geography to test ideas that could have impact on a greater scale. 2.8.7 Shared language and definitions linked to TPFNL as well as operational plans will be crucial for accountability that supports a shared partnership vision and set of priorities 2.8.8 Commitment to redirecting resource to need and an honesty about where currently resourced approaches are potentially not having the desired impact for the right target groups. 2.8.9 Need to ensure representation reflects legislative requirements but also works for NL, its existing mechanisms and priorities. Creating a balance between decision making and leadership buy in with ensuring the right people are on board for operationalising decisions and actions Agreed Approach 2.9 At its December 2025 meeting the North Lanarkshire Partnership (NLP) Strategic Leadership Board (SLB) considered some of the discussion from the partnership development session outlined above and agreed that the current Partnership Working Group should focus on meeting the requirements of the legislation around creating a partnership delivery mechanism. Continued updates and oversight via NLP SLB will ensure support and alignment to partnership priorities. In theory, the current mechanism has partnership representation at the right levels of influence and decision making for geographical and thematic services to progress actions. 2.10 Established relationships and mechanisms are already in place to engage communities and build the role of the CVS aligned to other key areas of work. Examples include the recommendations of the Member Officer Working Group (MOWG) on the Third Sector, the LOIP review and joint work around the Population Health Framework. The working group has already undertaken significant work to develop the partnership statement, partnership and community mapping and to start to identify key implementation and action areas. Additionally, there is also an established route and potential to progress and embed within TPFNL reporting and delivery. 2.11 To ensure success and meet legislative requirements improvement actions will be prioritised: Page 122 of 214
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2.11.1 Review of membership to address representation gaps. In North Lanarkshire this requires extending membership to include Colleges, Skills Development Scotland, Scottish Enterprise and SPT to meet requirements set out in the Bill and to align with identified action areas and ensure balance and reach within each partner agency to ensure buy in and action. 2.11.2 Complete TPFNL mapping work, consider how actions are implemented across TPFNL PoW reporting and embed a check in PoW actions to map against the CWB pillars. 2.11.3 A workforce engagement plan to build understanding and skills across all organisations ensuring CWB is not viewed as separate but an integral part of the commitment to TPFNL. And that workplans, priorities and accountability are developed through CWB lens. 2.11.4 Development of some organisational checks and actions to show commitment and progress towards ways of working that support the pillars of CWB. 2.11.5 Further work required to engage businesses as key stakeholders and part of the wider community to help build their understanding of the potential role they could play. 2.11.6 Further work required to around procurement and community benefits to really realise the impact on communities. Representation 2.12 As outlined at section 2 of this report the core Community Wealth Building Partners as specified in the Bill are: Local authorities NHS Boards Colleges Scottish Enterprise Skills Development Scotland Strathclyde Partnership for Transport (SPT) 2.13 This does not align with the current CWB partnership group where Colleges, Skills Development Scotland (SDA), Scottish Enterprise and Strathclyde Partnership for Transport do not participate while Voluntary Action North Lanarkshire (VANL), Police Scotland and Scottish Fire and Rescue Service are represented. Engagement has started with SDS, Scottish Enterprise, Strathclyde Partnership for Transport and Colleges locally to discuss representation and roles to meet legislative requirements. There is a sense that it would be helpful for Police, Fire and VANL to continue to participate given the important roles they play locally in supporting key community and strategic priorities across several TPFNL workstreams. This strikes a balance between preparing for legislation and creating a mechanism that is useful and aligns with the significant work and approaches already underway in North Lanarkshire. Page 123 of 214
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Next Steps 2.14 Based on information within the Bill to date the Community Wealth Building Partnership will have three years, from introduction of legislation (expected to come into force from Spring 2026), to develop and establish an action plan and process. The next steps include: Reviewing membership of working group based on emerging action areas and requirements of legislation Identifying any gaps in engagement to date and undertaking targeted engagement if required and linked to LOIP review if possible Completing mapping against TPFNL priorities, mechanisms and reporting Identifying an approach to embedding CWB pillars across TPFNL Allocating responsibility (linked to existing delivery mechanisms and approaches) for working up detailed actions under emerging action areas linked to the pillars and TPFNL. Developing community and workforce communication and awareness raising campaigns and resources 2.15 It is worth noting that, following the publication of the national Population Health Framework for Scotland (2025), a joint North and South Lanarkshire Community Planning event was held on 9 October 2025 to advance the development of a prevention-focused system aimed at improving health and reducing inequalities. A key outcome of this event was the establishment of a new pan-Lanarkshire Joint CPP Population Health Framework Steering Group. In time, this group may offer a valuable opportunity to explore the potential benefits of adopting a pan-Lanarkshire approach to some aspects of community wealth building. 3. Measures of success 3.1 Creation of Partnership Working group to meet legislative requirements 3.2 Development of Community Wealth Building Action Plan 4. Supporting documentation 4.1 Appendix 1 North Lanarkshire Community Wealth Building Statement 4.2 Appendix 2 Community Wealth Building Overview 4.3 Appendix 3 Emerging Action Areas Carolynne Coole Interim Chief Officer (Strategy and Engagement) Page 124 of 214
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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? Adopting a CWB statement and approach would have a positive impact on the Public Sector Equality Duty and the Fairer Scotland Duty. If 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? Following a national consultation which took place between 31st January and 25th April 2023, and a commitment set out in the Programme for Government in September 2024, a Community Wealth Building Bill was announced in March 2025. The publication item can be seen here and further information on the bill can be accessed here. This report outlines the agreed partnership approach in preparation for the introduction of an Act of Parliament expected around spring 2026 Page 125 of 214
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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 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. Page 126 of 214
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5.11 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 been carried out? Yes No Page 127 of 214
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Appendix 1 North Lanarkshire Community Wealth Building Statement Introduction In North Lanarkshire, we are fully committed to a partnership approach to improving the lives To deliver the shared ambition of inclusive growth and prosperity set out in The Plan for North Lanarkshire, we are adopting news ways of working together. Community Wealth Building is just such an approach. Community Wealth Building (CWB) is about making our economy work for everyone, by using the economic power of anchor partners working with local people and communities to retain and build the wealth that is generated in North Lanarkshire. Partner organisations are local relationships, employ significant numbers of people and have substantial spending power. Partners to the Statement The North Lanarkshire Partnership Strategic Leadership is made up of: Community and Voluntary Sector Partnership Group: Fire and Rescue Scotland Lanarkshire Division: NHS Lanarkshire: North Lanarkshire Council: Scottish Enterprise: Police Scotland Lanarkshire Division: University Health and Social Care North Lanarkshire: Voluntary Action North Lanarkshire As members of the North Lanarkshire Partnership Strategic Leadership Board, we commit to support the effective implementation of our Community Wealth Building Statement and to ensure that any policy or strategy development, operational procedures and strategic resource decisions are taken, where possible through a Community Wealth Building lens. We commit to the implementation priories collectively. Partners Community Wealth Building Statement Partners commit to supporting the shared goal of adopting a Community Wealth Building approach to enhance the economy of North Lanarkshire which benefits People, Place and Prosperity and which is environmentally sustainable. This is a long-term commitment to transforming the wellbeing of all communities across North Lanarkshire making us more sustainable and resilient. The Five Pillars of Community Wealth Building across the five pillars of the Community Wealth Building approach to help deliver of the priorities for the Plan for North Lanarkshire, and, crucially to foster a local economy which works for people, communities, businesses and the wider environment. The aim is, where possible, that Community Wealth Building statement and implementation plan will make a positive contribution the health check indicators for The Plan for North Lanarkshire, as set out below. Page 128 of 214
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Table 1: Pillars of Community Wealth Building, objectives, anchor commitment and health check indicators in North Lanarkshire CWB Pillar Objective Anchor Pledge/ Commitment Health Check Indicator Spending Maximising community benefits through procurement and commissioning, developing good enterprises. Fair work and shorter supply chains To increase local spend, where possible, through public procurement and commissioning. To work collaboratively to maximise the scale and impact of social value and community benefits through procurement. To embed Fair Work First Principles throughout supply chains. To further raise awareness of tender opportunities and support local businesses, supported businesses and social enterprises to improve their capacity to successfully bid for tender opportunities and to participate in supply chains. Growth in Gross Value Added (GVA) per head Workforce Increasing fair work and developing local labour markets that support the wellbeing of communities. To seek to recruit locally and from priority groups where appropriate. To continue to deliver apprenticeship, training and employment initiatives to support those seeking employment, and in particular those furthest from the labour market, into sustainable employment. Improve the percentage of all people economically active. Reduce dependency on employment related benefits. Reduce the percentage Page 129 of 214
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To support and deliver volunteering opportunities to support local projects and communities. To work towards increasing the number of local organisations becoming Living Wage employers and to support the introduction of Living Hours and Living Pensions. To ensure all workers are respected and have appropriate channels for effective workers' voice, such as trade union recognition. To commit to providing good employment - addressing any gender pay imbalances and identify in-work progression pathways and wellbeing support for staff. of children living in poverty after housing costs. Increase the number of people economically active (16- 64). Increase gross weekly pay for residents. Land and Property Growing the social, ecological, financial, and economic value that local communities gain from land and property assets To proactively support local community and voluntary sector organisation to use or develop assets. To continue to seek opportunities to tackle vacant and derelict land. To embed Community Wealth Building priorities within the next Local Development Plan for North Lanarkshire to maximise the benefits Page 130 of 214
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from development proposals. Finance Ensuing that flows of investment and financial institutions work for local people, communities, and businesses To support and promote local financial institutions such as Credit Unions. To encourage more local businesses to provide access to payroll deduction for their employees through local credit unions. - encouraging staff and communities to shop locally, and to support Fair Trade in North Lanarkshire. To support the implementation of the Fair Funding Charter and to improve accessibility and processes for funding the community and voluntary sector To continue to develop and deliver opportunities around participatory budgeting To align and embed Community Wealth Building with the Tackling Poverty Strategy and Child Poverty Action Plan. Inclusive ownership Developing more local and social enterprises which generate To support the development and growth of inclusive and democratic Impact on the percentage of VAT/ PAYE registered businesses that Page 131 of 214
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community wealth, including social enterprises, employee-owned firms, and co- operatives. business models including social enterprises, employee-owned businesses and co- operatives. To increase the involvement of local SMEs, co-operatives, social enterprises, community owned enterprise and employee-owned businesses in local commissioning models, procurement and supply chains. To commit to engaging with local communities on the co-production of local services and projects. survive for at least 3 years. Community Wealth Building contributing to The Plan for North Lanarkshire A Community Wealth Building approach by Anchor partners will help to deliver on key priorities in The Plan for North Lanarkshire: Transforming Places- CWB prioritises the importance of Place - particularly communities which have not thrived economically. By adopting a CWB approach we can ensure more of the wealth that is generated in places across North Lanarkshire is retained in those places and helps them to thrive. Invest in North Lanarkshire- A CWB approach will ensure that our Anchor Partners invest with local businesses and social enterprises, and to more closely align our advisory services to support investment in North Lanarkshire. Sustainable Futures - A CWB approach promotes local suppliers and shortened supply chains which reduce our environmental impact and supports out Climate commitments. Resilient People - Central to adopting a CWB approach is tackling poverty and inequality, through the creation and retention of good jobs providing fair work. Brighter Futures A CWB approach will support the creation of more employment and training opportunities across North Lanarkshire and support the implementation of fair work practices. In addition, by supporting the development and growth of social enterprises, co-operatives and employee-owned business a CWB approach will boost entrepreneurship and increase inclusive and democratic business models across North Lanarkshire. Page 132 of 214
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Appendix 2 Community Wealth Building Overview Community Wealth Building (CWB) is an internationally recognised progressive approach to economic development designed to tackle long-standing economic challenges. It seeks to transform local and regional economies by considering the ways in which the public sector, in partnership with the private, third and community sectors, can ensure more wealth is generated, circulated and retained in communities and localities. The approach is focussed on growing the influence communities have on the economy and ensuring communities receive more of the benefits from the wealth they help to generate. Community Wealth Building is supported by harnessing the economic and social power of locally rooted public sector, voluntary, community and private organisations, often referred to as local anchors. The way in which these anchors operate and interact with other local organisations and the community, can add significantly to local employment, business growth, skills, incomes, and health and wellbeing. The CWB approach is focussed on five pillars of activity which play a complementary role in the retention of wealth in local places and regions for the benefits of communities. The pillars are: Spending Workforce Land and Property Finance Inclusive ownership More detail on each of the pillars is below. Spending Pillar Definition: Maximising community and business benefits through procurement and commissioning, developing good enterprises, Fair Work and shorter supply chains. Overview of activity: This includes a focus on ways to achieve greater economic, social and environmental benefits such as growing investment in local businesses, supplier development and innovation, and ensuring the delivery of tangible community benefits. What this will achieve: Higher levels of spend with Small to Medium Sized Enterprises (SMEs), micro- businesses and inclusive business models resulting in business growth and improved, resilient local and regional economies. Workforce Pillar Definition: Increasing Fair Work and developing local labour markets that support the prosperity and wellbeing of communities. Overview of activity: Ensuring public sector anchor organisations and other employers embed Fair Work principles, promoting the payment of the real Living Wage; recruiting locally, from groups who face inequalities and are furthest from the labour market; and promoting work that is secure, provides flexible working and training opportunities and supports the workforce to have an effective voice. What this will achieve: Access to local and fair employment opportunities, fairer wages, skills development opportunities and improved wellbeing of employees. Page 133 of 214
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Land and Property Pillar Definition: Growing social, ecological, financial and economic value that local communities gain from land and property assets. Overview of activity: Productive use of anchor organisation land and property, for example through diversified ownership models including community ownership, and tackling vacant and derelict land and buildings. What this will achieve: Land and property are used for the common good and benefit communities, SMEs and micro-businesses and the environment. Inclusive Ownership Pillar Definition: Developing more local and inclusive enterprises which generate community wealth, including social enterprises, employee-owned firms and cooperatives. Overview of activity: Promoting greater diversity in the business base by encouraging formation and development of inclusive business models which support the local retention of wealth. What this will achieve: More inclusive and democratically owned enterprises and assets which means the wealth created locally and by local people stays in those communities in the form of incomes and profits rather than being extracted out. Finance Pillar Definition: Ensuring that flows of investment and financial institutions work for local people, communities and businesses. Overview of activity: Increasing investment and re-circulating wealth within local economies including through access to affordable credit and business finance. What this will achieve: Money and investment stays in a local area and is available to support communities and businesses. Community Wealth Building Bill Following a national consultation which took place between January and April 2023, the Programme for Government announced on 4 September 2024, that a Community Wealth Building Bill would be introduced during the 2024/2025 parliamentary year. The Bill was announced in March 2025 and can be seen here with further information accessible here Local Authorities and the relevant public bodies relating to them are collectively referred to in Community Wealth Building Partners as specified in the Bill are: Local Authorities NHS Boards Colleges Social Enterprise Skills Development Scotland SPT Other agencies identified have a duty to pay due regard to the legislative guidance when developing their operational plans and delivery strategies including Scottish Fire and Rescue Service and Police Scotland. The role of Third sector interfaces has not been defined in the Bill to date. Community Wealth Building Partners will include: Creation of a Community Wealth Building Partnership Page 134 of 214
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Preparation of a Community Wealth Building action plan within 3 years of introduction of the legislation and publication of the action plan as soon as is practical The action plan must set out the measures the partnership is taking, or intends to take, to facilitate and support the generation, circulation and retention of wealth in the local economy. The Bill gives examples of such measures including for example: using public procurement to facilitate or support such generation, circulation and retention, supporting local economic operators to access public sector contracts, promoting employment opportunity, workforce development, equality in the workplace, diversifying ownership of land or other assets by facilitating or supporting community ownership, bringing vacant and derelict land back into use in a way that provides financial, social or environmental benefit to the community, encouraging local business start-ups or entrepreneurship, promoting or supporting the development of employee-owned businesses, co- operatives or social enterprises, such other measures as the community wealth building partnership considers appropriate. The preparation of the plan must include consultation with those likely to be directly affected by the community wealth building action plan and it must be kept under review with amendments as required and a minimum of within 5 years of its publication. Page 135 of 214
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Appendix 3 Emerging Partnership Action Areas Pillar 1 Spending Explore opportunities to create more coordinated partnership approach to ensuring Community Benefits commitments are used to support the collective ambition set out in the Plan for North Lanarkshire and show tangible impacts on local communities. This requires further development but some examples of actions to consider are around creation of sharing tools and/or a partnership community benefits forum. Pillar 2- Workforce Consider current recruitment practice across partner agencies to target under- represented groups and consider where approaches can be better coordinated Identify further opportunities for sharing training opportunities and resources in support of partnership priorities and create a shared training calendar. Explore further potential for collective volunteer recognition across partners/employers. Pillar 3- Land and Property Build on the work to review and develop the councils approach to Community Ownership and Management of Assets to share experience and resources across partners who also have a responsibility for CAT and /or those who have a role in supporting CVS organisations who may have aspirations around owning an asset. There was also an identified opportunity to better understand any challenges with MOU and any additional improvement actions to support a future co-location model. Use available information to embed community asset mapping as part of LOIP review to understand current and future assets and actions to support LOIP priorities. Pillar 4- Inclusive Ownership Continue to explore and develop opportunities to promote workers co-ops as an option Encourage more business involvement in review, development and delivery of LOIP shared and inclusive approaches that can nurture inclusive ownership Pillar 5- Finance Continue the work to map out need and use of Credit Unions and encourage access in a range of places that people naturally use (ie, community hubs, hospitals, schools. Encourage more businesses to support a salary deduction scheme through credit unions for affordable credit and saving and assess current uptake to enable targeting of communications and messaging (i.e. are lower paid staff aware of and making use of this service to help them financially plan) Shared communications around initiatives such as Fair Trade and Shop Local Review salary sacrifice schemes as above with Credit Unions - are they offering assistance that is relevant to and reaching those most in need? Page 136 of 214
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Grant Awards Programme (GAP) 2026-2027 North Lanarkshire Council Report Does this report require to be approved? ☒ Yes ☐ No Ref CC/LP/GS Date 09/02/26 From Carolynne Coole, Interim Chief Officer (Strategy and Engagement) E-mail coolemillerc@northlan.gov.uk Telephone 07583 036009 Executive Summary The report provides an overview of funding applications for the Council’s revised Grant Awards Programme for the 2026-2027 financial year. It seeks approval to allocate discretionary funding to Community and Voluntary Sector (CVS) organisations based on the scoring framework outlined in Section 2 of the report. The Grant Awards Programme provides important annual funding to CVS organisations that contribute to local priorities within each of the nine Local Outcome Improvement Plans, as well as the priorities and high-level ambitions set out in The Plan for North Lanarkshire. Programme guidance, eligibility criteria and the application form are available via the Council’s website. The report also highlights how the Grant Awards Programme application process can be improved to support consistency, fairness and quality in future rounds. Overall, the report supports a transparent and equitable approach to decision-making and communication and reinforces the Council’s commitment to investing in organisations that deliver meaningful benefits for communities across North Lanarkshire. Recommendations It is recommended that the Communities Committee: (1) Approve the funding recommendations for the 2026-2027 grant awards programme as outlined in section 2.4 and Appendix 1-10 of this report. (2) Endorse the proposed approach to any unallocated/returned funding as outlined in Section 2.5 of this report. (3) Acknowledge the plan for a further report later in 2026 on additional programme improvements across the Grant Awards Programme, Community Grants and potential funding streams operated and managed by the Community Partnership Team, as outlined in Section 2.7.2 and 2.7.3 of this report. (4) Approve the allocation to Voluntary Action North Lanarkshire as outlined in Appendix 11 of this report. Communities Committee Item 6 Page 137 of 214
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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 All Programmes of Work 1. Background 1.1 At its meeting on 6 February 2024, North Lanarkshire Council approved arrangements for the revised Grant Awards Programme (GAP), including the purpose of the scheme, eligibility, maximum award levels, assessment and scoring arrangements, and decision-making approach. 1.2 The budget allocated for distribution to Community and Voluntary Sector (CVS) organisations is set by the full Council as part of the Revenue Budget process. For 2026/27 the approved core budget is £438,076. 1.3 A further amount of £54,000 from earmarked reserves was allocated towards delivering the transitional support arrangements for the nine organisations most impacted by the approved changes. This support ends after the 2026/27 financial year Table 1: Approved GAP budget 2026/26 and 2026/27 2025/26 2026/27 Core £453,076 £438,076 Subject to revenue budget setting EMR £131,787 £54,000 TOTAL £584,863 £492,076 1.4 The breakdown for the 2026/27 allocation is shown in table 2 below. Table 2: GAP allocation for 2026/27 GAP 2026/27 budget Allocation £492,076.00 Expenditure Transitional support (Year 2) £67,388.25 Available balance for distribution £424,687.75 2. Report Grant Awards Programme 2026-2027 2.1 A total of 78 applications were received for 2026/27, of which 18 are from first-time applicants. The total value requested is £671,431.27, representing a 61% over- subscription against the available budget. 2.2 The headline statistics for the 2026-2027 period are detailed in Table 3 below. Table 3: GAP Key statistics for the 2026-2027 financial year. Metric 2026/27 Position Total applications received 78 Page 138 of 214
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First-time applicants 18 Total amount requested £671,431.27 Over-subscription 61% Recommended for award 59 Nil Award 16 Withdrawn / submitted incomplete 3 Total value recommended £423,904.59 Unallocated / contingency (if any) £774.16 2.3 All applications were subject to an eligibility and technical assessment to confirm compliance with the published programme guidance and required documentation. 2.4 Following the assessment, applications are then scored by a panel comprising officers from council services and from our community planning partners (Voluntary Action North Lanarkshire and NHS Lanarkshire Health Improvement). For ease of planning and co-ordination, scoring panels use the Local Partnership Team (LPT) model used by the Community Partnership Team plus a panel to review applications received from organisations operating in more than one North Lanarkshire town, with no base address within the area. 2.5 The scoring system, which takes consideration of the overall quality of the applications received, along with the findings from the technical assessment; and a closer look at the answers provided by the applicants to make a professional judgement on how well the organisations has described the activities and projects they plan to deliver, how well they have demonstrated the need for these and how the projects and/or activities will contribute with the Local Outcome Improvement priorities. 2.6 Organisations applying for funding to work in a fixed community board area were asked to use the Local Outcome Improvement Plan for that area. 2.7 Organisations operating in more than one community board area or across North Lanarkshire were directed to use the crosscutting Local Outcome Priorities of tackling poverty, digital inclusion, mental health and wellbeing and young people. 2.8 Details on the priorities selected by each applicant has been added to the appendices. Allocation of Funding / Scoring Panel and Scoring 2.9 The allocation of grant awards is based on a multi-layered scoring process which integrates the findings from the technical assessment (completed by council officers); with independent scoring and consensus scoring by those involved in the scoring panels. During the scoring panels there is a weighted focus on reaching a consensus on the overall potential impact of the proposed projects and activities. 2.10 All scoring panels are chaired, monitored and moderated by officers from the Community Partnership Team to ensure consistency and transparency across panels. 2.11 It remains our intention to offer as many full awards as possible (this being a funding offer matching the amount requested by the applicant, minus the costs for any ineligible items). 2.12 Applications which demonstrate clear plans, strong deliverability and impact are prioritised. Whist at the same time, there is proportional attempt to create a safety net Page 139 of 214
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for mid-scoring applications. All applications are reviewed by the scoring panel, but low-quality applications are ruled out during the initial stage of scoring. 2.13 Each application has the potential to achieve 100 points in total. Once all the applications have been scored, an internal use scoring table is created which presents the scores from the highest to the lowest. 2.14 Each year consideration will be given to the available budget, the total number of applications and the total value of funding requested, when the thresholds are developed. Scoring Threshold for 2026-2027 2.15 The overall quality of applications received for this funding round has increased compared to last year, when applications reaching a minimum quality score of 20 out of 40 available points progressed through the full scoring process. This year the threshold had to be increased to 28 points. The marked increase in quality can be contributed to an increase in organisations participating in information sessions and receiving feedback from the Community Partnership Team’s Grants section. 2.16 Likewise, Community and Voluntary Sector organisations continue to be supported by our Community Partnership Team and by Voluntary Action North Lanarkshire and NHS Lanarkshire – Health Improvement Teams. 2.17 This year the average score was 67 out of 100 (67%) and this figure was used to create the safety net threshold. The upper threshold which is used to make full awards increased from 80% to 85%, again reflecting the increased number of quality applications. 2.18 Table 4 below, details the thresholds used for the 2026-2027 financial year Table 4: Thresholds and allocation level Scoring Thresholds Allocation Level Score between 85% - 100% 100% of the funding requested Score between 80% - 84% Score minus 20 points Score between 67% - 79% Safety net allocation of 25% of funding requested Scores 0% - 66% Zero award Summary of Grant Award Recommendations for 2026-2027 2.19 The summary details for the 2026-2027 awards are listed in the next table (Table 5) and Table 6 provides a summary for comparison purposes from the 2025- 2026 period. Table 5: Summary of Grant Awards Recommendations for 2026-2027: Total number of organisations scoring between 85% - 100% 35 Value of Awards to be offered: £326,502.90 Total number of organisations scoring between 80% - 84% 15 Value of Awards to be offered: £76,936.40 Page 140 of 214
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Total number of organisations scoring between 67% - 79% 9 Value of Awards to be offered: £20,465.29 Total value of Recommended Awards: £423,904.59 Total number of organisations scoring between 0% - 66% (nil awards) 20 Withdrawn / Incomplete 3 Table 6: Summary of Grant Awards Recommendations for 2025-2026: Total number of organisations scoring between 80% - 100% 33 Value of Awards Offered: £288,769.00 Total number of organisations scoring between 60% - 79% 29 Value of Awards Offered: £170.771.30 Total number of organisations scoring between 0% - 59% 28 (inclusive of one withdrawn application) Grant Total of Recommended Awards: £459,540.30 2.20 Itemised award recommendations for 2026-2027 are provided in Appendices 1-10 and this year include the threshold range applied to each application. 2.21 The comparative data from Tables 5 and 6 highlights several important shifts in both application quality and funding distribution between the 2025–2026 and 2026–2027 grant rounds. 2.22 The total value of recommended awards decreased from £459,540.30 in 2025–2026 to £423,904.59 in 2026–2027, reflecting the lower core budget. Despite the reduction, the distribution of awards in 2026–2027 is more strongly weighted towards higher-scoring applications, reflecting a clearer emphasis on quality and alignment with programme priorities. Applications Scoring 80% and Above (Key Quality Indicator) 2.23 In 2026–2027, a total of 50 organisations achieved scores of 80% or above (35 scoring 85–100% and 15 scoring 80–84%). In 2025–2026, 33 organisations achieved scores of 80% or above. This represents a significant year-on-year increase of 17 higher- quality applications, indicating: • Improved overall application quality, • Stronger alignment with assessment criteria, and • Increased organisational readiness and delivery confidence across the third sector. 2.24 The data suggests that a greater proportion of applicants are now meeting the Council’s expectations for strategic fit, governance, and impact, reducing reliance on marginal or moderate-quality awards. Page 141 of 214
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Geographic Distribution of Grant Applications and Awards (2026–2027) 2.25 Appendix 13 of this report summarises the distribution of applications, funding requests, and proposed awards across Community Board areas and throughout North Lanarkshire. Percentages are calculated as a proportion of the total proposed awards (£423,904.59). Unallocated Funding or Returned Funding 2.26 It is proposed that any unallocated funds - which for the 2026-2027 year is a small amount of £774.16, (0.18% of the available budget) - along with any returned funding, is used for a discretionary micro fund to address emerging need and to provide small- scale, rapid-response support where appropriate, or for test-change evaluation. GAP – Monitoring 2.27 Members are reminded that refinements to monitoring arrangements have been identified as part of the 2024 review process. At the end of the 2025-2026 funding period, funded CVS organisations will participate in a simplified reporting and proportional monitoring process aligned to award size. The returned information will be used to create case studies/highlights of success, and to showcase best practice. Process Improvements and Learning 2.28 Last year, a number of improvement recommendations relating to the GAP (carried over from the review completed in 2024) was highlighted in the Grant Award Programme 2025-2026 committee report. Specifically: • Involvement of community board members within the scoring panels • Move to an online/digital grant funding platform • Review Learning and apply to other community focused grant funding • Consider additional options for capacity building support to CVS organisations requiring assistance and to target support to the nine organisations most impacted by the implementation of the grants review 2.29 It remains our intention to complete all recommended improvements for the forthcoming financial year. Members are asked to note that a further report will be brought forward in 2026 to provide proposals to continue modernisation and improvement across the Grant Awards Programme, Community Grants Programme and other potential future grant programmes operated by the Community Partnership Team. 2.30 Anticipated additional improvement themes for the future report include: • Providing a position statement on funding for community wellbeing and health- related interventions to align with Health and Social Care best practice and relevant national guidance; and to clarify expectations for non-clinical providers including safeguarding, workforce competence/credentials, partnership and referral pathways, and proportionate assurance requirements. • Targeted equalities support outlining a proposal to enhance support for organisations working with and/or led by under-represented communities (including BAME communities), and those providing advocacy/guidance; alongside consideration of a broader approach for organisations supporting people with protected characteristics (e.g., recognition of participation support, Page 142 of 214
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translation/interpretation and advocacy costs; and structured capacity-building pathways). • Potential future ‘hard stop’ quality control for the GAP as an option to introduce a basic eligibility/quality threshold to ensure officer time is focused on applications that meet minimum standards, with clear criteria and transparency for applicants. • Strengthened pre-application support and feedback detailing plans to improve applicant readiness through targeted guidance, surgeries/briefings, and clearer feedback to support learning and improved resubmissions. • Alternative delivery schedule and operational model proposal to test an adjusted timeline for the Grant Award Programme to improve planning certainty, reduce administrative pinch points, and align more effectively with partner capacity and community planning inputs. 2.31 Any proposed changes to programme rules, thresholds or governance arrangements would be subject to Committee approval and will be supported by an equality and risk- based assessment as appropriate. 3. Measures of success 3.1 As per the (The Plan for North Lanarkshire) Framework for demonstrating improved outcomes for communities. The main measure of success for the Grant Awards Programme will be: • Improved engagement with communities through enabling greater community control and influence over the provisions of services and activities based on identified need, and improved relationships with residents and community planning partners. • Delivery of relevant services, projects and activities by Community and Voluntary Sector Organisations which contribute to the priorities within the nine Local Outcome Improvement Plans. • Community and Voluntary Sector organisations deliver various community focused outcomes, as set out within their application. These will often link to the key priorities and high-level ambitions statements set out in The Plan for North Lanarkshire. 4. Supporting documentation 4.1 Appendix 1: Applications received and recommendations (Airdrie) 4.2 Appendix 2: Applications received and recommendations (Bellshill) 4.3 Appendix 3: Applications received and recommendations (Coatbridge) 4.4 Appendix 4: Applications received and recommendations (Cumbernauld) 4.5 Appendix 5: Applications received and recommendations (Kilsyth and villages) 4.6 Appendix 6: Applications received and recommendations (Motherwell) 4.7 Appendix 7: Applications received and recommendations (Northern corridor) 4.8 Appendix 8: Applications received and recommendations (Shotts) 4.9 Appendix 9: Applications received and recommendations (Wishaw) Page 143 of 214
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4.10 Appendix 10: Applications received and recommendations (North Lanarkshire Wide) 4.11 Appendix 11: Other recommendations 4.12 Appendix 12: Geographic Distribution of Grant Applications and Awards (2026– 2027) Carolynne Coole Interim Chief Officer (Strategy and Engagement) Page 144 of 214
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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 programme supports CVS activity that addresses inequality and improves outcomes for communities, including protected characteristic groups and people experiencing socio-economic disadvantage. No new policy is introduced in this report; however, the forward plan includes proposals that may require further assessment when brought to Committee 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? Details of Grant Award Programme applications assessed to date and recommendations, are listed in Appendix 1, awards will be met from the Council’s grant award programme revenue budget allocation for 2026-2027 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 145 of 214
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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? Some recommended projects include place-based and environmental improvements; although the programme overall is not primarily an environmental intervention. 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? Those organisations who are approved for funding will be promoted across the council website and social media platforms, with a view sharing good news and examples of best practice. 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? Key risks include reputational and assurance risks associated with over- subscription and perceived fairness, and delivery risks where projects do not proceed as described. These are managed through published criteria, moderation, proportional monitoring, and clear decision reporting. Further information is contained within the Service Risk register. 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 Page 146 of 214
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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 147 of 214
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Appendix 1 Grant Award Programme 2026-2027 Applications received and recommendations (Airdrie) Name of Organisation Board Area LOIP Priority Amount Requested Outcome Threshold Range Award * Airdrie Citizens Advice Bureau Airdrie Poverty, Improve mental health and emotional wellbeing, digital inclusion £9,792 Successful 85% - 100% = 100% of request £8,031 The Moira Anderson Foundation Airdrie Mental Health and Well-being, Community Empowerment £10,000.00 Successful 85% - 100% = 100% of request £10,000 Jackson Youth Group Airdrie Mental Health & Wellbeing £6,950 Successful 67% - 79% = 25% of request (safety net) £1,737.50 Parkinson's Self Help Group Airdrie Mental Health and emotional wellbeing, Poverty £9,220 Unsuccessful 0% - 66% = nil award Nil Award * Up to the value listed, minus any deductions for ineligible funding requests Page 148 of 214
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Appendix 2 Grant Award Programme 2026-2027 Applications received and recommendations (Bellshill) Name of Organisation Board Area LOIP Priority Amount Requested Outcome Threshold Range Award Focus Youth Project Bellshill Mental Health & Wellbeing, Poverty, Digital Inclusion, Community Resilience & Participation £10,000 Successful 85% - 100% = 100% of request £10,000 Impact Community & Sports Hub Bellshill Community Engagement, Mental Health & Wellbeing, Tackling Poverty & Inequalities, Community Safety £10,000 Successful 85% - 100% = 100% of request £10,000 Utheo Ltd Bellshill Digital Inclusion, Community resilience and participation, Improved Health and Wellbeing, Poverty and Food Insecurity £10,000 Successful 85% - 100% = 100% of request £10,000 Viewpark Conservation Group Bellshill People live healthier lives and have improved wellbeing, Reduced inequalities and improving life chances, empowered, resilient and inclusive communities, Improving outcomes for children and young people, Sustainable places and addressing climate £9,948 Successful 85% - 100% = 100% of request £9,948 Page 149 of 214
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Name of Organisation Board Area LOIP Priority Amount Requested Outcome Threshold Range Award change, Effective collaboration across services and communities Viewpark Family Centre Association Bellshill Mental Health & Emotional Wellbeing, Poverty & Food Insecurity, Community Resilience & Participation £10,000 Successful 85% - 100% = 100% of request £10,000 VIP - Pass Community Project Bellshill Poverty & Food Insecurity, Mental Health & Wellbeing, Community Resilience £10,000 Successful 85% - 100% = 100% of request £10,000 YMCA Bellshill & Mossend Bellshill Young People, Mental Health * Wellbeing, Tackling Poverty, Children & Families, Equalities and Inclusion £9,100 Successful 85% - 100% = 100% of request £9,100 Lanarkshire Muslim Welfare Society Bellshill Mental health & wellbeing, Community engagement, Tackling poverty and Inequalities £9,966.76 Successful 80% - 84% = score minus 20 = to % award offered £5,980.06 Homestart Glasgow North and North Lanarkshire Bellshill Mental health & wellbeing, Community engagement, Tackling poverty and Inequalities £10,000 Successful 67% - 79% = 25% of request (safety net) £2,500 Page 150 of 214
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Name of Organisation Board Area LOIP Priority Amount Requested Outcome Threshold Range Award Bellshill Judo Club Bellshill Mental Health and emotional wellbeing, Community safety, Communicate resilience and participation £6,300 Unsuccessful 0% - 66% = nil award Nil Award Page 151 of 214
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Appendix 3 Grant Award Programme 2026-2027 Applications received and recommendations (Coatbridge) Name of Organisation Board Area LOIP Priority Amount Requested Outcome Threshold Range Award Cliftonville & Coatdyke Community Group Coatbridge Mental Health, Poverty £9,954.60 Successful 85% - 100% = 100% of request £9,954.60 Deaf Services Lanarkshire Coatbridge Digital Inclusion, Mental Health, Poverty £10,000 Successful 85% - 100% = 100% of request £10,000 Kirkshaws Neighbourhood Centre Coatbridge Digital inclusion, Health and Wellbeing, Tackling Poverty £10,000 Successful 85% - 100% = 100% of request £10,000 Parent Action for Safe Play Coatbridge Mental Health, Poverty £9,876 Successful 85% - 100% = 100% of request £9,876 NL Muslim Women & Family Alliance Coatbridge Poverty/Health & Wellbeing/Inclusion £10,000 Successful 80% - 84% = score minus 20 = to % award offered £6,000 Kanokwai Judo Club Coatbridge Health & Wellbeing £8,255 Successful 67% - 79% = 25% of request (safety net) £2,063.75 Page 152 of 214
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Name of Organisation Board Area LOIP Priority Amount Requested Outcome Threshold Range Award Bannan Fitness Coatbridge Mental Health, Poverty £10,000 Unsuccessful 0% - 66% = nil award Nil Award Carnbroe Community Action for Residents Coatbridge Poverty, Mental Health £10,000 Unsuccessful 0% - 66% = nil award Nil Award Elutheria Ltd T/A The Safety Zone Coatbridge Poverty, Digital Inclusion, Mental Health £10,000 Unsuccessful 0% - 66% = nil award Nil Award Page 153 of 214
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Appendix 4 Grant Award Programme 2026-2027 Applications received and recommendations (Cumbernauld) Name of Organisation Board Area LOIP Priority Amount Requested Outcome Threshold Range Award Cornerstone House Centre Cumbernauld Food & Financial Insecurities, Targeted Action, Communication & Engagement, Digital Inclusion £10,000 Successful 85% - 100% = 100% of request £10,000 Cumbernauld Poverty Action Cumbernauld Food and financial insecurity, digital inclusion £8,966 Successful 85% - 100% = 100% of request £8,966 PALS (Play and Learning Support) Cumbernauld Youth Engagement & Consultation, Communication & Engagement, Food & Financial Insecurity, Targeted Action, Digital Inclusion £9,361 Successful 85% - 100% = 100% of request £9,361 Carbrain Community Events Cumbernauld Targeted Action, Youth Engagement and Consultation £5,117.26 Successful 80% - 84% = score minus 20 = to % award offered £3,134.32 Spina Bifida Hydrocephalus Scotland Cumbernauld Tackling Poverty, Health & Wellbeing £10,000 Successful 80% - 84% = score minus 20 = to % award offered £6,375 Page 154 of 214
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Name of Organisation Board Area LOIP Priority Amount Requested Outcome Threshold Range Award Cumbernauld & Kilsyth Care Cumbernauld Financial Insecurity, Youth Engagement & Consultation, Health & Wellbeing, Targeted Action £10,000 Unsuccessful 0% - 66% = nil award Nil Award Cumbernauld Action for Care of the Elderly (CACE) Cumbernauld Targeted action, Communication & engagement £10,000 Unsuccessful 0% - 66% = nil award Nil Award Pet Pantry Cumbernauld Food & Financial Insecurity, Targeted Action £3,532 Unsuccessful 0% - 66% = nil award Nil Award The Holding Space Cumbernauld Mental Health, Communication and engagement, Youth engagement and Consultation £8,140.00 Unsuccessful 0% - 66% = nil award Nil Award Cumbernauld Academy Parent Council (WITHDRAWN) Cumbernauld Financial Insecurity, Youth Engagement & Consultation, Digital Inclusion. Communication & Engagement, Targeted Action £5,500 Withdrawn Withdrawn Withdrawn RAW Taekwondo Scotland (WITHDRAWN) Cumbernauld Improved Health & Wellbeing, Reducing Inequalities £10,000 Withdrawn Withdrawn Withdrawn Page 155 of 214
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Appendix 5 Grant Award Programme 2026-2027 Applications received and recommendations (Kilsyth & villages) Name of Organisation Board Area LOIP Priority Amount Requested Outcome Threshold Range Award Kilsyth Old Peoples Welfare Association Kilsyth & Villages Health & Wellbeing £4,700.00 Successful 80% - 84% = score minus 20 = to % award offered £2,820 Page 156 of 214
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Appendix 6 Grant Award Programme 2026-2027 Applications received and recommendations (Motherwell) Name of Organisation Board Area LOIP Priority Amount Requested Outcome Threshold Range Award Craigneuk Lifelong Learning Association Motherwell Mental Health & Wellbeing, Tackling poverty & Equalities £10,000 Successful 85% - 100% = 100% of request £10,000 Forgewood Housing Co-operative Motherwell Tackling Poverty & Inequalities, Environment, Mental Health & Wellbeing, Community Engagement, Digital Inclusion £10,000 Successful 85% - 100% = 100% of request £10,000 Glencassels Community Development Project Motherwell Tackling poverty & Inequalities, Mental health & Wellbeing, Community engagement, Community safety, Digital Inclusion £10,000 Successful 85% - 100% = 100% of request £10,000 Impact Arts (projects)Ltd Motherwell Transporting Motherwell, Tackling Poverty and Inequality, Mental Health and Wellbeing £6,033 Successful 85% - 100% = 100% of request £6,033 New Opportunities Project Motherwell Tackling Poverty and Inequalities, Mental Health & Wellbeing, Community Engagement £10,000 Successful 85% - 100% = 100% of request £10,000 Page 157 of 214
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Name of Organisation Board Area LOIP Priority Amount Requested Outcome Threshold Range Award One Parent Families Scotland Motherwell Mental Health & Wellbeing, NL Child Poverty Action Plan, Transport, Community Engagement & Safety £10,000 Successful 85% - 100% = 100% of request £10,000 Reeltime Music Motherwell Mental Health and Wellbeing, Poverty, Community Engagement £10,000 Successful 85% - 100% = 100% of request £10,000 The Miracle Foundation SCIO Motherwell Mental Health & Wellbeing, Children & Young People, Tackling Poverty & Inequality, Prevention & Early Intervention, Community Resilience and Participation £9,950 Successful 85% - 100% = 100% of request £9,950 African Collaboration Group Motherwell Tackling Poverty and Inequality, Environment, Health and Wellbeing £8,000 Successful 80% - 84% = score minus 20 = to % award offered £4,800 Brothers Activeworks Club Motherwell Mental Health & Wellbeing, Mental health & Emotional Wellbeing, Young Poverty & Inequalities, Community Resilience and Participation £7,207.20 Successful 80% - 84% = score minus 20 = to % award offered £4,504.50 PHEW Motherwell Mental Health & Wellbeing £9,950 Successful 80% - 84% = score minus 20 = to % award offered £5,970 Page 158 of 214
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Name of Organisation Board Area LOIP Priority Amount Requested Outcome Threshold Range Award Women Activeworks Society Motherwell Mental Health & Wellbeing, Reducing Inequality, Social Inclusion, Empowerment & Capacity, Community Engagement £10,000 Successful 80% - 84% = score minus 20 = to % award offered £6,375 Lanarkshire Deaf Hub Motherwell Tackling Poverty and Food Insecurity, Improving Digital Inclusion, Community Safety and Engagement £10,000 Successful 67% - 79% = 25% of request (safety net) £2,500 Motherwell Villa AFC Motherwell Tackling Poverty & Inequalities, Mental Health & Wellbeing £4,000 Unsuccessful 0% - 66% = nil award Nil Award Page 159 of 214
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Appendix 7 Grant Award Programme 2026-2027 Applications received and recommendations (Northern Corridor) Name of Organisation Board Area LOIP Priority Amount Requested Outcome Threshold Range Award Gartcosh Development Trust Northern Corridor Social integration and Inclusion. Children and Young People, Health Inequalities, Relationships, Trust and Communication £4,110.00 Successful 85% - 100% = 100% of request £4,110 Glenboig Development Trust Northern Corridor Mental Health, Poverty, Community Transport, Social Integration and Inclusion, Building local relationships, trust and communication £10,000.00 Successful 85% - 100% = 100% of request £10,000 NC Community Volunteers Northern Corridor Health Inequalities, Social Isolation & Inclusion, Community Transport £10,000.00 Successful 85% - 100% = 100% of request £10,000 2nd Clyde (Moodiesburn) Scout Group Northern Corridor Children & Young People, Social Integration & Inclusion, Moodiesburn West £10,000.00 Successful 67% - 79% = 25% of request (safety net) £2,500 The Conservation Volunteers Northern Corridor Targeted Action within identified Communities across the Board Area, Greenspace maintenance and environmental quality, £8,556.15 Successful 67% - 79% = 25% of request (safety net) £2,139.04 Page 160 of 214
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Appendix 8 Grant Award Programme 2026-2027 Applications received and recommendations (Shotts) Name of Organisation Board Area LOIP Priority Amount Requested Outcome Threshold Range Award Getting Better Together Ltd Shotts Tackling Poverty and Inequalities, Improving Mental Health & Wellbeing, Community Engagement £9,733.30 Successful 85% - 100% = 100% of request £9,733.30 Ponies Help Children Shotts Mental Health & Wellbeing £10,000.00 Successful 85% - 100% = 100% of request £10,000 Spotlight Shotts Shotts Community Engagement, Mental Health & Wellbeing, Poverty & Inequality £8,380.00 Successful 80% - 84% = score minus 20 = to % award offered £5,237.50 Shotts Galaday Committee Shotts Community Engagement, Community Safety, Mental Health & Wellbeing, Tackling Poverty and Inequalities, Environment £10,000.00 Unsuccessful 0% - 66% = nil award Nil Award Page 161 of 214
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Appendix 9 Grant Award Programme 2026-2027 Applications received and recommendations (Wishaw) Name of Organisation Board Area LOIP Priority Amount Requested Outcome Threshold Range Award Garrion People Housing Co- operative Wishaw Tackling Poverty & Inequalities, Environment, Mental Health & Wellbeing, Community Engagement, Digital Inclusion £10,000 Successful 85% - 100% = 100% of request £10,000 Lanarkshire Cancer Care Trust Wishaw Tackling Poverty, Mental Health & Wellbeing £10,000 Successful 85% - 100% = 100% of request £10,000 Made 4U in ML2 Wishaw Made 4U in ML2 £10,000 Successful 85% - 100% = 100% of request £10,000 Playpeace Wishaw Mental Health & Wellbeing, Young People £9,841 Successful 80% - 84% = score minus 20 = to % award offered £6,273.64 The Haven (Caring Counselling Communication Centre) Wishaw Mental Health & Wellbeing, Digital Inclusion £5,000 Successful 80% - 84% = score minus 20 = to % award offered £3,062.50 Shire Boxing ABC Wishaw Community Engagement. Community Safety, Mental Health & Wellbeing, Tackling Poverty & Inequalities £10,000 Successful 67% - 79% = 25% of request (safety net) £2,500 Page 162 of 214
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Name of Organisation Board Area LOIP Priority Amount Requested Outcome Threshold Range Award Socialtrack Wishaw Community Safety, Community Engagement, Mental Health and Wellbeing, Environment, Digital Inclusion, Tackling Pverty and Inequalities, Transforming Motherwell £10,000 Successful 67% - 79% = 25% of request (safety net) £2,500 BallsandBoots Wishaw Tackling Poverty & Inequalities, Mental Health & Wellbeing, Community Engagement, Community Safety, Mental Health & Emotional Wellbeing, Poverty, Community Resilience and Participation, Youth Engagement, Financial Insecurity, Social Integration & Inclusion, Building Local Relationships, Trust & Communication £10,000 Unsuccessful 0% - 66% = nil award Nil Award The RE-ROOT Collective Wishaw Environment, Community Engagement, Tackling Poverty, Mental Health & Wellbeing £8,000 Unsuccessful 0% - 66% = nil award Nil Award Page 163 of 214
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Appendix 10 Grant Award Programme 2026-2027 Applications received and recommendations (North Lanarkshire Wide) Name of Organisation Board Area LOIP Priority Amount Requested Outcome Threshold Range Award Cruse NL Wide Tackling Poverty * Mental Health £5,640 Successful 85% - 100% = 100% of request £5,640 Radio Clyde Cash for Kids NL Wide Tackling Poverty £10,000 Successful 85% - 100% = 100% of request £10,000 Victim Support Scotland NL Wide Mental Health and Wellbeing (Cross-cutting), Community Safety, Poverty £5,800.00 Successful 85% - 100% = 100% of request £5,800 Ethnic Minorities Law Centre NL Wide Tackling Poverty, Health & Wellbeing, Prevention & Early Intervention £10,000 Successful 80% - 84% = score minus 20 = to % award offered £6,000 Lanarkshire Rape Crisis NL Wide Community Safety, Mental Health & Wellbeing, Tackling Poverty £6,909.00 Successful 80% - 84% = score minus 20 = to % award offered £4,404.49 Lead Scotland NL Wide Community Engagement £9,999 Successful 80% - 84% = score minus 20 = to % award offered £5,999.40 Community Volunteering Enabling You NL Wide Tackling Poverty & Inequalities, Mental Health & Wellbeing £8,100 Successful 67% - 79% = 25% of request (safety net) £2,025 Page 164 of 214
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Name of Organisation Board Area LOIP Priority Amount Requested Outcome Threshold Range Award Circle NL Wide Tackling Poverty, Digital Inclusion, Mental Health & Wellbeing £10,000 Unsuccessful 0% - 66% = nil award Nil Award Page 165 of 214
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Appendix 11 GRANT AWARDS PROGRAMME 2026-2027 (OTHER ALLOCATIONS) Organisation Area or Locality 2025-2026 Recommendation Voluntary Action North Lanarkshire NL Wide £172,379 Page 166 of 214
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Appendix 12 GRANT AWARDS PROGRAMME 2026-2027 GEOGRAPHIC DISTRIBUTION OF GRANT APPLICATION AND AWARDS Community Board Area Total Applications Total Funding Requested (£) Total Funding Proposed (£) % of Total Proposed Funding Airdrie 4 35,962.40 19,768.50 4.7% Bellshill 10 95,314.76 77,528.06 18.3% Coatbridge 10 98,085.60 47,894.35 11.3% Cumbernauld 11 90,616.26 37,836.32 8.9% Kilsyth 1 4,700.00 2,820.00 0.7% Motherwell 15 130,940.20 105,932.50 25.0% Northern Corridor 5 42,666.15 28,749.04 6.8% Shotts 4 38,113.30 24,970.80 5.9% Wishaw 9 82,841.00 44,336.14 10.5% North Lanarkshire- wide 8 67,691.60 34,068.89 8.0% TOTAL 78 686,931.27 415,873.59 100.0% Page 167 of 214
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? Yes No Ref CC/LP Date 09/02/26 Update on Review of Local Outcome Improvement Plans From Carolynne Coole, Interim Chief Officer (Strategy and Engagement) E-mail CooleMillerC@northlan.gov.uk Telephone 07583 036009 1. Background 1.1 The current Local Outcome Improvement Plans (LOIPs) are due for review and relaunch from 2027. The LOIPs set out an approach to working with and empowering local communities, enabling them to contribute to, influence and shape locally identified priorities that contribute to achieving the vision set out in the Plan for North Lanarkshire through grassroots, community-led action 1.2 Throughout 2020/21 extensive community and stakeholder engagement took place across the nine Community Board areas and the current LOIPs were published in Autumn 2021 outlining the key priorities for each area. Executive Summary This report provides an update on the current review of the nine Local Outcome Improvement Plans with the aim to launch refreshed local plans for delivery from April 2027. Recommendations It is recommended that the Communities Committee: (1) Acknowledges progress to date with the work undertaken in relation to the current LOIP Review and ongoing work to continue to develop, strengthen and embed the supporting partnership delivery approaches. 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 Resilient People Item 7 Page 169 of 214
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1.3 Members will recall that the approach to reviewing the current LOIPs was endorsed at the Communities Committee in August. Since then, work has been underway to implement stage 1 of the review with a focus on stakeholder engagement, shared data and early communication. 2. Report Current Delivery Approach 2.1 Each LOIP priority currently has an allocated priority lead to ensure the Council and Community Planning Partners progress key actions with the Community and Voluntary Sector (CVS) and in some cases a subgroup has been established made up of partners and CVS organisations. The Priority Lead is responsible for updating actions and progress into a shared Management and Monitoring Framework to inform reporting. 2.2 This process helps make sure that public sector agencies work in partnership with local communities and the voluntary sector to improve the areas and lives of those who live there. Working in partnership should ensure a focus on the North Lanarkshire ambition to be the place to Live, Learn, Work, Invest and Visit. 2.3 is in the table below for each of the nine localities and can be found on North Lanarkshire Council website via this link Local Outcome Improvement Plans (northlanarkshire.gov.uk) Review Rationale and Scope 2.4 In line with the expectations set out in the Community Empowerment (Scotland) Act 2015, the current LOIPs will expire in 2027. This takes account of the guidance for Locality Planning from Scottish Government and the requirement to have 10-year locality plans published from 2017. 2.5 Community and stakeholder engagement needs to be robust to ensure the outcome of the review and local plans are embedded in Community Wealth Building approaches and The Plan for North Lanarkshire (TPFNL). The review needs to ensure that key stakeholders take ownership for delivery of the priorities agreed with communities as a key and supplementary mechanism to support delivery of their strategic priorities and those set out in TPFNL. Page 170 of 214
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2.6 Stakeholders include: Communities CVS organisations Community Planning Partners and their services and teams local businesses 2.7 The review will reflect: Current available data both to target engagement and to help define priorities Feedback on priorities from key stakeholders using a range of mechanisms and tools The engagement and priority need of equalities groups and those less likely to engage The current delivery mechanisms and reporting tools Existing feedback from recent engagement activity Partner strategic priorities Alignment with the ambitions and priorities set out in TPFNL Phases and Timeline 2.8 The review process is broken into three phases. 2.8.1 Phase 1 Planning, Preparation and establishing Governance August 2025- February 2026. This phase is focused on ensuring stakeholders buy in and establishing delivery and governance mechanisms for the review 2.8.2 Phase 2 Community mapping, engagement and participation February October 2026. This phase will focus on gathering information from extensive community engagement and participation as well as available data and intelligence. 2.8.3 Phase 3 - Data Analysis, drafting and launch November 2026 - April 2027. This phase will focus on analysing and refining data gathered and working with key stakeholders and communities to finalise and launch the new LOIPs and delivery approaches. 2.9 The NLP SLB has overall responsibility and governance for the review and Community Boards will play a local governance role for regular reporting on progress and endorsement of any local approaches and emerging actions. Individual partnership agencies are responsible for reporting on progress to their own leadership and governance mechanisms. The Community Partnership Team is coordinating this work across the partnership and council services. 2.10 Practically the review is being driven by a Partnership Working Group with action directed to locality and thematic officers as appropriate, to ensure the review focuses on engaging with the right people at the right time and that services and partners at all levels support the review process and final priorities for delivery. 2.11 Partners have a role in: Facilitating engagement Analysing intelligence and data Working with the community to make sense of feedback and data to determine priorities Page 171 of 214
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Agreeing delivery mechanisms Being accountable for review, development and delivery both to their own organisation and to the partnership through reports and updates Continuing to review any agreed actions and to take corrective action where a priority requires it Considering resource implications for delivery of priorities as they develop Community Wealth Building Approach 2.12 As outlined in the Community Wealth Building report, a significant opportunity exists to review the LOIPs through a Community Wealth Building lens across the partnership. There is real potential to consider the role of all sectors including businesses, local communities, the CVS and public sector in supporting approaches that improve the lives of local people and are targeted to delivery in a way that responds to local needs and circumstances. This is an opportunity for the public sector agencies to review how LOIPs can be used as a tool to supplement strategic priorities through grassroots, targeted activity and testing of approaches with those most likely to experience inequalities and areas where the universal approaches are having less of an impact. LOIP Review work undertaken to date Identifying Key Stakeholders: 2.13 Full stakeholder engagement is essential for the review of the current Local Outcome Improvement Plans (LOIPs). It is vital to secure stakeholder buy-in, provide clear information, and maintain inclusive working relationships and collaboration with all those involved in current LOIP delivery or with the potential to enhance delivery of local priorities. Involving stakeholders with diverse experiences and knowledge will be important at all stages of the review. 2.14 Stakeholders and officers from various levels across Community Planning Partnership (CPP) agencies and North Lanarkshire Council services have now been identified to lead the planning of this review process. 2.15 Stakeholders include: North Lanarkshire Council (various departments) NHS Lanarkshire Police Scotland Scottish Fire and Rescue Service Voluntary Action North Lanarkshire Partnership Working Group 2.16 A Partnership Working Group has been established with key agency staff from each of the CPP and internal council services to drive and take forward a collective plan ensuring that focus remains on one clear approach for continued delivery of the current LOIPs while planning for the full review process. This working group will garner commitment from CPP organisations and council services for working collectively to drive the review and consultation and using the findings to inform the refreshed approach. 2.17 A collective Terms of Reference (ToR) has been agreed and adopted by the working group covering: Page 172 of 214
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Purpose and Scope of the Review Roles and Responsibilities Governance and Decision-Making Collaboration and Communication Compliance and Reporting 2.18 Work is underway, coordinated by the working group, to create tools to support the enable collaborative working and providing access to: Development of Locality Profiles to aid local dialogue Staff Consultation Tool Kit and Training Guide to assist with a wide reaching and consistent approach to engagement Community Mapping Grid to ensure identification of as many local organisations and engagement opportunities as possible Creation of Community Engagement Log to effectively coordinate engagement across services and partnership and assist with collation and analysis of feedback Trauma Informed Guide to be embedded in the toolkit to ensure a Trauma Informed Approach throughout the review Equality Impact Assessment to inform review approach and to ensure a focus on inclusion of identified Equalities Groups LOIP Review Consultation Questions to ensure a standard set of questions are available to be adapted to a range of delivery methods depending on the audience but in a way that can be collated in a consistent manner to support analysis Stakeholder Sessions 2.19 All stakeholders briefing sessions have now been completed and have taken place to ensure all partners and stakeholders have a clear understanding of the current process, can input to the design of the engagement process, review next steps and assist with gathering mapping information for geographical and thematic communities for targeted engagement. The sessions have focused on some background to LOIPs and the North Lanarkshire approach, the review timeline and workshops to map engagement opportunities and discuss approaches. To date sessions have taken place as follows Key Partners Stakeholders Session 7TH of August 2025. Community Partnership Team (CPT) Session 22nd of September 25 Elected Members Briefing Session 6th of October 25 Elected Members Briefing Session 23rd of October 25 Community Board Online Briefing Session 28th of October Community Groups and Organisations session 28th of November 2025 Joint Local Partnership Team - Locality Planning Group 3rd of December 2025 Enterprise Team Briefing related to engaging local businesses in the LOIP Review 16th December 2025 2.20 Partnership Working Group members have also delivered internal LOIP Review briefing sessions within their own services and organisations to staff. Briefing Session presentation and materials have been created by the Community Partnership Team to help with the facilitation of these sessions. Communications 2.21 The rporate Communications team will lead and develop all marketing and Page 173 of 214
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communication materials for the LOIP review. These materials are shared with all partners to ensure consistency and clarity of messaging. 2.22 approach including Printed materials such as pamphlets and posters Consistent messaging and use of design Digital content tailored to different age groups and cultural backgrounds Use of social media, websites, and local newspapers to ensure the widest possible reach. 2.23 - online questionnaire. This is to gauge awareness of the current LOIPs and to highlight some of the work under LOIP priorities with the aim of giving the current ones and the review some profile and recognition. 2.24 The questionnaire has received 2452 respondents with 20% stating they are aware of their local priorities and 80% are not. From an initial analysis, the themes of poverty and financial insecurity, mental health and wellbeing and community safety feature highly as community priorities across all Community Board areas, with sub-themes emerging for specific towns. 2.25 It is anticipated that this will lead to further enhancing engagement with communities at stage 2 of the review. 2.26 In addition, the working group agreed to replace the term Local Outcome Improvement Plans (LOIPs), with Community Priorities in all public-facing communications, reports, and documentation. This change reflects a commitment to making language and terminology clearer and more accessible for communities. 2.27 Progress with the communications plan includes A LOIP Review Communications Plan has been created and agreed by the partnership. Public-facing wording for LOIP review communications has been developed. A Pre-Review Community Priority Survey launched in October and run until 12th December (see Appendix 1). A pre-LOIP consultation marketing campaign was designed to showcase work undertaken by the partnership on the current LOIP priorities. Locality Community Priority Marketing Artwork has been created for use across all marketing channels (see Appendix 2). Data Profiles 2.28 The Councils Business Partnership Team has been working with data teams across the Community Planning Partnership to create a shared approach in the use of data analysis. This is to ensure that data can be used to support engagement and local priorities and can continue to inform partnership decision making, delivery approaches and resource aligned to the LOIP priorities. Early work has resulted in: Engagement with partnership data teams Collation of data sets presentation of a detailed draft data profile based on available data Page 174 of 214
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2.29 Following feedback on initial data profiles, work is underway to refine and agree how this information can be used, presented and accessed in a way that is useful to the engagement process, guides delivery and supports local action. Next Steps 2.30 The second phase of the LOIP Review has now commenced and the next steps include Locality staff, services and partner agencies are now preparing geographical and thematic approaches and engagement plans for delivery from February 2026 The LOIP Review Engagement toolkit and consultation questions are being finalised for launch from January 2026 with stakeholders and staff for use for engagement activity from February 2026 Communications tools and promotional campaign and materials for the engagement stage will be launched from February 2026 2.31 Locality profiles will be finalised for use from February 2026. 3. Measures of success 3.1 Creation of nine local priority plans with associated performance and delivery arrangements 4. Supporting documentation 4.1 Appendix 1 LOIP Review Survey 4.2 Appendix 2 The Plan for North Lanarkshire, Community Priorities Carolynne Coole Interim Chief Officer (Strategy and Engagement) Page 175 of 214
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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 website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes No 5.2 Financial impact Does the report contain any financial impacts? Yes No If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes No If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes No If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes No If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes No If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes No If Yes, please provide a brief summary of the impact? The Local Outcome Improvement Plans serve to meet the council and community planning partnerships duties under part 2 of the Community Empowerment Act (Community Planning) specifically relating to Locality Planning. The approach has evolved over several years and Legal and Democratic Services have been engaged in this process. 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes No If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes No If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes No Page 176 of 214
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5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes No If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes No 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes No If Yes, please provide a brief summary of the impact? 5.8 Communications impact communications activities? Yes No If Yes, please provide a brief summary of the impact? Work is ongoing to ensure effective communication around delivery of LOIP priorities and to improve the use of a range of engagement mechanisms. 5.9 Risk impact Is there a risk impact? Yes No If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes No If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Page 177 of 214
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5.11 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 carried out? Yes No Page 178 of 214
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Appendix 2 Page 180 of 214
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? Yes No Ref LR/HL Date 09/02/26 Cumbernauld Theatre Trust Future Operating Model and Service Level Agreement 25-26 From Lyall Rennie, Chief Officer (Community Operations) E-mail liddleh@northlan.gov.uk Telephone 07976 726496 Executive Summary North Lanarkshire Council has supported Cumbernauld Theatre Trust (CTT) for several years to promote the provision of a quality cultural programme and support to creative industries. To this end, the council has committed to a Service Level Agreement to the value of £100,300 per annum. The council has been one of the key sources of funding for CTT, with multi-year funding previously coming from Creative Scotland. Members will recall from previous reports to Communities Committee in April and August 2025 that CTT was unsuccessful in its application to Creative Scotland for multi-year funding covering the period from 2025-2028. This loss put the sustainability of the theatre at risk and much work was undertaken by CTT, supported by the council, during 2025 to find a longer-term solution to the funding crisis. While the SLA for 2025/26 was provisionally approved by the Committee in April 2025, this lack of certainty alongside the SLA for 2025-26 was never formally signed off and approved by committee. In December 2025, CTT were advised that a grant of £150,000 would be made available from the Scottish Government in 2026/27 and the potential for an additional £150,000 in 2027/28. also successful. This significant commitment goes a long way to securing the theatre . On this basis, this seeks approval of the proposed funding agreement for 2025-26 and provides an overall update on the Lanternhouse Venue. Recommendations It is recommended that the Communities Committee: (1) Approves the terms of the Service Level Agreement with Cumbernauld Theatre Trust, attached at Appendix One. (2) Approve the funding of Cumbernauld Theatre Trust to the value of £100,300 for the period 2025-26. Overall funding will continue to be paid on a quarterly basis with position reviewed before the release of each payment. (3) Otherwise, acknowledge the contents of the report. Item 8 Page 181 of 214
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1. Background 1.1 Cumbernauld Theatre Trust (CTT) began operating from the new, custom-built theatre on the Cumbernauld Academy campus in September 2021. Working in partnership with North Lanarkshire Council, the Lanternhouse Theatre offers a varied and quality cultural programme and works in support of the creative industries. As partners in the venue, the council offers a range of community hires to local groups, with any technical support needed provided by CTT. 1.2 In previous years, the council provided a grant of £100,300 per annum to support our shared partnership. This commitment supports the work of CTT and in addition, communities by supporting participation in a range of social, cultural and leisure activities. The performance of CTT is monitored by the Active & Creative Communities Manager who attends quarterly meetings of the CTT Board and works in partnership with the organisation to maximise the success of the venture. 2. Report 2.1 Following the outcome of the Creative Scotland decision, members will recall from previous reports to Committee in April 2025 and August 2025 that CTT were working on reviewing their overall business model and engaged the services of a consultant who worked with them to find a solution to the funding crisis they were experiencing. Throughout this time, several meetings were held with North Lanarkshire Council and while the council was unable to provide additional funding, we were keen to work with CTT to attempt to find a solution and offer advice wherever possible. 2.2 CTT were successful in garnering support from a range of industry professionals in addition to local and national political backing. As earlier highlighted, they moved towards a professional receiving model (similar to that operated by Active & Creative Communities) where they work with other producers to bring events to the Lanternhouse, rather than the producing model previously favoured which brought a great deal of financial risk. 2.3 Due to the importance of the service offered by CTT at the Lanternhouse, the council was keen to work with the Board throughout this time while very mindful of our obligation to ensure that any public money invested was done so responsibly. To this on an assessment of their financial position. CTT worked constructively with the council during this time, and while at that point in time (November 2025), CTT were awaiting the outcome of two possible funding options from Creative Scotland and the Scottish Government, we were assured that the Trust were financially sustainable for the remainder of 2025/26. 2.4 Ultimately, in December 2025, CTT were advised that they had been successful in achieving a £150,000 grant for the period 2026-27, with the potential of a further The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition statement (15) Encourage the health and wellbeing of people through a range of social, cultural, and leisure activities Programme of Work Statutory / corporate / service requirement Page 182 of 214
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£150,000 in 2026-27. They have been advised this will be conditional on meeting certain criteria at time of writing this report, they have yet to be advised of this criteria. in 2026/27 was also successful. 2.5 While it is recognised that further work will be required for CTT and the council will meet with members of the Board in early 2026 to progress these discussions, we are keen to ensure our continued support of the valuable work undertaken. To this end, the SLA for 2025-26 is presented to Committee for approval, with the recommendation of ongoing funding for the remainder of 2025-26. The SLA has been updated to reflect the new business model in place for CTT and ensure alignment with council priorities. The new targets outlined are outlined within the attached SLA and built on the following key aims: Build a reputation as the flagship for high quality, professional performing arts and cinema in Cumbernauld Be alive with people engaging in the arts as audiences and participants and a hub for nurturing creative talent in Scotland Be a champion of creativity that responds and relates to the increased diversity of our local communities Be a sustainable and resilient business, balancing commercial viability with a commitment to supporting work creates in Scotland, that builds audiences, partnerships and income streams Be a repeat place to work, perform and visit. 2.6 Next Steps 2.6.1 In line with requirements set out within the SLA, ongoing monitoring and review will continue to be a critical aspect of management of the agreement. Six monthly performance reports will be submitted by CTT outlining progress towards targets set out in Schedule One. Six monthly management accounts and a copy of the final management accounts and audited financial statements will require to be submitted. 2.6.2 continue to attend all Board meetings, including any meetings of sub-committees as represented. Quarterly meetings of senior management team will continue. 2.6.3 Looking to the future, we are keen to work with CTT to continue to support engagement and opportunities for participation through the Lanternhouse. Despite the challenges of 2025, the Lanternhouse has offered a range of collaborative productions led by local groups being given the opportunity to present in a first-class theatre environment. Supporting visitor theatre companies across Scotland has generated good levels of income and highlighted the importance of the venue to the community. CTT income also relies on cinema use with a range of popular films shown throughout the year. Moving forward, the Trust are seeking to better understand and target services to their audience and a focus on marketing and communication is key at this time. Working in partnership, the council has provided an opportunity to also tie in with Active & Creative Communities customer base to share offers, as appropriate. Page 183 of 214
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3. Measures of success 3.1 Achieved ambition of delivering a cultural and community hub which presents a varied and quality cultural programme and supports the creative industries. 4. Supporting documentation 4.1 Appendix 1 Service Level Agreement with CTT 2025/26 Lyall Rennie Chief Officer (Community Operations) Page 184 of 214
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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 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? Financial Solutions are involved in discussions around this matter. 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 185 of 214
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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 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 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 been carried out? Yes No Page 186 of 214
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Appendix 1 FUNDING AGREEMENT between NORTH LANARKSHIRE COUNCIL and CUMBERNAULD THEATRE TRUST LIMITED 2025-26 THE FUNDING AGREEMENT This funding agreement sets out the conditions under which the sum of £100,300 is awarded by North Lanarkshire Council (hereinafter referred to as the council) and Cumbernauld Theatre Trust (hereinafter referred to as the organisation). The funding agreement may not be altered without prior consultation with North Lanarkshire Council. SECTION A ACTIVITIES AND UNDERTAKINGS OPERATING ARRANGEMENTS & PROGRAMME 1.1 Aim - to promote a quality, accessible programme of performing arts activities. 1.2 This Funding Agreement sets out the terms of the agreement to operate in partnership a cultural and community venue which presents a varied and quality cultural programme and supports community participation and the creative industries. The venue will operate, under the terms of the Licence to Operate, for the subjects known as Lanternhouse, Cumbernauld Theatre, Cumbernauld Academy Hub, Cumbernauld providing access to the community, an asset to schools, community groups and colleges and also improve employability opportunities in North Lanarkshire. 1.3 On the assumption that reasonable budget expectations will be achieved, the organisation will undertake a programme listed in schedule 1 of this agreement during the year ending 31st March 2025. The organisation may amend the programme during the course of the year should circumstances warrant it subject to agreement by the Council. 1.4 Schedule 1 sets out the planned artistic programme submitted to the Council for agreement by the organisation and includes (but is not limited to): - drama productions drama productions aimed at children & young people youth theatre provision music dance Christmas production Cinema 1.5 Number of days open to the public: 363 Page 187 of 214
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MANAGEMENT OF THE AGREEMENT/OPERATIONAL ACTIVITY 1.6 On a quarterly basis, senior management meetings will take place between the council and the organisation. In attendance from North Lanarkshire Council will be Active & Creative Communities Manager and Creative Resources & Assets Manager. The organisation will be represented by the Chief Executive and Depute Chief Executive. The Active & Creative Communities Manager will attend board meetings in the role of client officer on behalf of North Lanarkshire Council (see 3.21 below). 1.7 Day to day operation of the venue will be led, for the council, by the Events Co- ordinator, supported by Venue Attendants. The Events Co-ordinator will liaise with the organisation on all matters relevant to the organisation. EQUALITY AND DIVERSITY 1.8 The organisation is expected to implement an Equality and Diversity policy in line with North Lanarkshire Council policies and all relevant legislation (e.g. The Equality Act recruitment procedures, employees, programming, communication, and the composition of the Board. 1.9 The organisation must take the necessary steps to implement the requirements of the Equality Act 2010 by through fully inclusive practice in service provision. 1.10 the Council on request. 1.11 The organisation must report on use of the Theatre by people and groups with protected characteristics. CONDUCT 1.12 North Lanarkshire Council is committed to upholding the highest standards of best practice at every level. As an organisation supported by the council, it is critical that the actions of the organisation, its employees or Board Members supports this approach and does not bring the council into any form of disrepute. 1.13 Should any matter of concern arise, this should be addressed by adherence to the approach outlined in Section F. OTHER UNDERTAKINGS 1.14 The organisation undertakes to: maintain a high standard of managerial practice throughout the organisation; promote community involvement in board membership; Page 188 of 214
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develop business and marketing strategies which promote access and attract new audiences; participate in joint programming and curriculum initiatives with the Council (Active and Creative Communities); participate in joint marketing & communication initiatives with the Council, as appropriate; report on all market research carried out; record and report on complaints/comments dealt with; report on the amount of media coverage received; and SECTION B - TARGET OUTCOMES The organisation undertakes to use all reasonable endeavours to secure the following outcomes: - 2.1 To promote a programme of quality, accessible arts activities 2.2 To gain agreed attendance levels per annum at performances/events taking place within Cumbernauld Theatre excluding the education/outreach programme. The last quarterly monitoring meeting before the new 'funded' year will be an opportunity for both parties to agree KPI with regards to expected performance levels. 2.3 To gain at least 40% of its income from non-public sources. This comprises both earned income from box office, external funding (grants and sponsorship), or the net profits of ancillary trading operations, and contributed income in the form of sponsorship and donations. 2.4 To provide details annually of; the per capita cost per attendance for the programme outlined in Schedule 2; the number of projects targeted at people with protected characteristics and the uptake; the number of successful and unsuccessful funding applications made; and details of external funding / earned income as a % of overall budget. 2.5 To trade solvently. 2.6 To advise the Council at the earliest opportunity if it becomes evident that the agreed targets stated above are unlikely to be realised. Page 189 of 214
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SECTION C - CONDITIONS OF FUNDING AGREEMENT DURATION OF FUNDING AGREEMENT 3.1 This funding agreement shall be for 1 year beginning 1 April 2025. No specific budgetary commitment can be given in advance of the annual approval by North Lanarkshire Council of the revenue budget for Active and Creative Communities. Funding awards may be reduced or withdrawn dependent on the revenue budget allocation. PAYMENT OF GRANT 3.2 Funding Agreement North Lanarkshire Council confirms the provision of the payment of budgeted grant funding of £100,300 to Cumbernauld Theatre for 2024/25 to support the business, subject to receipt of confirmation from Cumbernauld Theatre that the Service Level Agreement has been signed and approval from the relevant committee of North Lanarkshire Council. North Lanarkshire Council confirms that rental of the venue has been valued at £50,000 per annum. 3.3 Grant payments will be made only to the organisation to which the original offer is addressed. The organisation must advise the Council in writing about any change of name or change in constitutional status before it happens. Transfer of grant to another organisation is not permitted. 3.4 The grant will be issued in four equal instalments: - instalment 1 - April 2025 (or as close to date at which Committee approval is given) instalment 2 - following receipt of first quarter financial statement and signing of funding agreement for 2025/26 instalment 3 - following receipt of second quarter financial statement instalment 4 - following receipt of third quarter financial statement In advance of the release of each quarterly payment, the organisation will also be required to provide the council with an update on ongoing fundraising efforts. 3.5 All to be paid in line with schedule detailed in section 3.4. The organisation may request in writing for instalment payments to be varied to meet cash flow requirements but this is subject to agreement by the Council. FINANCIAL STATEMENTS 3.6 The organisation must provide quarterly financial statements of actual versus projected expenditure to the North Lanarkshire Council, Active and Creative Communities nominated officer. These must be submitted not later than four weeks after the end of each quarter for the following accounting periods: - Page 190 of 214
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1 April 30 June 1 July - 30 September 1 October- 31 December 1 January - 31 March 3.7 - any other financial or statistical data as may be required by the Council. Quarterly performance figures to be provided to the council for inclusion in NLC performance reporting. the annual cash flow forecast and any revisions of these during the year. 3.8 The organisation must comply with any request from the Council and its nominees to RESERVES 3.9 Accumulation of provisions and reserves is encouraged so long as these aim to support consent must be obtained in relation to transfers for any other purpose. SURPLUS 3.10 The organisation must consult the Council about proposals to distribute any surplus available on winding up. All remaining North Lanarkshire Council funds should be returned before distribution of funds is undertaken. ACKNOWLEDGEMENT OF FUNDING 3.11 The organisation must acknowledge the funding from the Council on all promotional material. This must be in the form specified by the Council. This acknowledgement and any other reference to the Council must not be used to imply that the Council is respo Communities nominated officer on a regular basis. Page 191 of 214
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BREACH OF THE FUNDING AGREEMENT BY THE ORGANISATION 3.12 Funding is awarded for the programme of work set out in Schedule 1 of this offer this support for community events. Any change in programme must be agreed in advance by the Council. If the organisation deviates from the agreed programme without the prior agreement of the Council the funding may be withdrawn or reduced at the 3.13 affairs and demand immediate re-payment by the organisation of the whole of the funding or any part thereof if the organisation: - fails to attend quarterly monitoring meetings to adhere to the procedures relating to the acknowledgement of funding outlined in 3.11 of this agreement. fails to implement relevant legislation ceases to operate significantly alters the agreed programme of work does not maintain a high standard of quality of work following full consideration, as outlined in Section F is found to have behaved in a manner which is considered to bring the council into disrepute does not comply with the conditions outlined in this funding agreement ACTIVITIES 3.14 The funding from the Council must not be applied to: any activities which fall out with those listed in Schedule 1 of the funding agreement. the costs of performances outside Scotland. 3.15 Any additional funding, grant, award, or sponsorship from any source including the Council will not prejudice this agreement and will be expected to create additional activity or support additional resource. COMPLEMENTARY TICKETS 3.16 The issue of complimentary tickets should not normally exceed 5% of audience seating capacity over a season or series of events. Page 192 of 214
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EXPLOITATION OF PRODUCT 3.17 The Council encourages the organisation to exploit its productions, products or activities in whatever way or medium including film, broadcasting, and digital. The organisation should negotiate to be entitled to a share of the profits reflecting as far as possible the relative levels of investment made by the parties on a full cost basis. 3.18 The organisation must ensure that the benefits from the exploitation of its products are not exceeded by those negotiated by any employee or employees involved. It should also ensure that it negotiates such arrangements jointly with employees who may stand to benefit. 3.19 The requirement to acknowledge funding from the Council (See Clause 3.11) will include all publicity and programme material related to broadcasts, film, audio tapes, CD, web, digital and social media etc. 3.20 Unless otherwise stated, the Council does not seek ownership of intellectual property rights in material produced through the application of Council funding. MEETINGS 3.21 The organisation must hold at least four meetings of its managing (or executive) body during the financial year. 3.22 meetings as well as meetings of any sub-committee. One copy of all notices, agendas, ance of these meetings. SECTION D - MONITORING AND REVIEW Ongoing Monitoring & Review 3.31 Six monthly performance reports require to be submitted to North Lanarkshire Council (marked for the attention of the officers acting on behalf of the council), which highlight the key activities and outputs achieved by Cumbernauld Theatre as set out in Schedule 1. These performance update reports may take the form regular Steering Group performance reports. 3.32 Six monthly management accounts require to be submitted to the council. This will be in addition to final management accounts and audited financial statements. 3.33 Any anticipated or unexpected deviations from achievement of planned outcomes must be reported to the council timeously. 3.34 The Council and the organisation will each appoint one officer to be the point of contact in each organisation to speak on their behalf. Management of the organisation. 3.34 North Lanarkshire Council will use all reasonable endeavours to provide advice to the Page 193 of 214
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3.35 The organisation will be consulted on arts and cultural matters by the Council as appropriate. SECTION E NEW CONDITIONS OF FUNDING AGREEMENT 4.1 The Council reserves the right to introduce new funding conditions as required. SECTION F - PROCEDURES FOR SETTLING DISPUTES 5.1 Any dispute arising in connection with the fulfilment of this funding agreement which nominated officers will be settled by either party providing written details of the breach of the agreement, the action required of the other party to remedy the breach and the timescale required to remedy the breach. 5.2 If the breach is not capable of remedy, or it is not remedied within a reasonable period of time following the original complaint, discussion with the Council and referral to the Chief Executive of the Council to nominate a suitable arbiter will be the course of action. SECTION G - TERMINATION OF AGREEMENT 6.1 If the reason for terminating the agreement relates to a dispute that has arisen between the organisation and the Council the dispute procedures outlined in Section F must have been implemented prior to notice of termination being given. 6.2 The agreement may be terminated or suspended immediately by either the Council or the organisation in the event of any of the following: - the closure bankruptcy or liquidation of the organisation. gross mismanagement or gross misconduct. criminal or corrupt practices. the organisation ceasing to provide the services specified in this agreement without Council approval. Page 194 of 214
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SECTION H ACCEPTANCE CONTACT DETAILS North Lanarkshire Council Senior Responsible Officer Lyall Rennie Chief Officer (Community Operations renniely@northlan.gov.uk Acting on behalf of North Lanarkshire Council (Designated Officer) Heather Liddle Active & Creative Communities Manager liddleh@northlan.gov.uk Craig Smart Creative Resources & Assets Manager smartcr@culturenl.co.uk Cumbernauld Theatre Trust Patricia Stead Acting Chief Executive Pstead@cumbernauldtheatre.co.uk Amanda Nicholl Depute Chief Executive anicholl@cumbernauldtheatre.co.uk Please complete the section below and return both copies of this document to North Lanarkshire Council (Active & Creative Communities Manager). One copy will be returned to you on receipt. Page 195 of 214
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Agreement undertaken on behalf of North Lanarkshire Council and Cumbernauld Theatre Trust. North Lanarkshire Council Name: Lyall Rennie Designation: Chief Officer (Community Operations) Signature: Date: 5 January 2026 Cumbernauld Theatre Trust Name: Patricia Stead Designation: Acting Chief Executive Signature: Date: 5 January 2026 Page 196 of 214
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? Yes No Ref LR/HL/AH Date 09/02/26 ACC and Community Facility Usage and Footfall Q3 25-26 and Q3 24-25 From Lyall Rennie, Chief Officer (Community Operations) Email Liddleh@northlan.gov.uk Telephone 07973 726496 1. Background 1.1 North Lanarkshire Council has made a commitment to ensure our residents have access to a range of services and venues across the authority which support their ability to maximise health and wellbeing and give access to areas where they are able to work with others to participate in activities or take part in projects which seek to provide overall community benefit. 1.2 Within this context, the council has a range of venues provided by either Active and Creative Communities or Community Facilities which are used by the community in a range of different ways. Some venues are better used than others and it is recognised 1.3 In line with our commitment to ensure the best use of the limited resources we have, usage of such facilities is closely monitored and presented within this report for the information of elected members. Executive Summary For the information of elected members, this report provides an overview of usage of a range of sports, culture and leisure venues and our community facilities, comparing quarter 3 of 2025-26 and quarter 3 of 2024-25. Recommendations It is recommended that the Communities Committee: (1) Acknowledges and community facilities. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (24) Review and design services around people, communities, and shared resources Programme of Work Statutory / corporate / service requirement Item 9 Page 197 of 214
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2. Report 2.1 Appendix One provides a breakdown of footfall during quarter 3 of 2024/25 as compared to quarter 3 of 2025/2 for Active NL, Community Libraries, Creative Resources and Venues and Museums. Information for community facilities is gathered in a different manner, recorded both by the number of bookings made (count) and the duration of those bookings. 2.2 Overall, there is a generally positive picture across Active & Creative Communities, with a slight drop in footfall in libraries compared to last quarter, although an improvement when compared to the same period last year. Work on repairs to John Smith Pool continue with the venue due to open at the beginning of April 2025. Work on the health suite in Shotts is now in its final stages, with work on the reception area due to begin in February 2026. 2.3 Quarter 3 includes both the October week and the festive period. Figures show a reduction in use this quarter in comparison to 2024/25. Any significant variations have previously been outlined and changes this quarter are largely attributed to smaller variations in usage. Usage in December has increased. 2.4 The team will continue to monitor usage. The colour coding within the table demonstrates performance against the same period in 2024/25 as a RAG status. 2.5 The council continues to work with a range of local groups to support increased use of our facilities wherever possible. Work with the Community Ownership and Management Group continues to support community interest in all forms of access including community asset transfer where this approach supports the aspirations of local groups. 3. Measures of success 3.1 A thriving and sustainable council service which supports the delivery of culture, sport, leisure, and community facility services. 4. Supporting documentation 4.1 Appendix 1 Usage and Footfall Q3 2024/25 and Q3 2025/26. Lyall Rennie Chief Officer (Community Operations) Page 198 of 214
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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 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 199 of 214
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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 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 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 been carried out? Yes No Page 200 of 214
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Appendix 1 Usage and Footfall Q3 2024/25 and Q3 2025/26 Active NL 2024-25 2025-26 % Q2 2025-26 Comment/Closures Venues Q3 Q3 Movement Airdrie Leisure Centre 88681 90383 1.40% 107183 Aquatec 7505 6748 -10.09% 8198 Broadwood Leisure Centre 157638 145441 -8.58% 167094 12/09/2025 all outside areas closed due to ice/freezing surfaces. Ian Nicolson Centre 17007 33711 95.99% 36106 28/10/2025 closed for maintenance on water pumps. John Smith Pool 15287 0 -100% 0 Keir Hardie Centre 16340 23883 40.74% 23381 Kilsyth Swimming Pool 23750 25347 6.72% 29754 Lochview Golf Centre 10199 8632 -16.16% 24500 17/11-9/12 driving range closed for installation of new surfaces. Palacerigg Golf Course 6374 9417 47.74% 21180 Ravenscraig Sports Centre 175904 213021 20.53% 150049 Shotts Leisure Centre 14173 26008 82.91% 24441 Health suite closed from January 2025. 16/9/25 partial gym closure for installation of new treadmills. Sir Matt Busby Sports Centre 107178 117428 9.42% 114079 14/12/25 teaching pool closed, low water temperature. Time Capsule 116508 129491 10.08% 147524 29/12-30/12 Waterpark and Swimzone closed for contamination clean up. 31/12/25 Waterpark closed due to low temperatures. Townhead 18162 28867 55.71% 23547 Page 201 of 214
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Tryst Sports Centre 161258 130194 -19.26% 152188 Wishaw Sports Centre 126680 131134 2.12% 150172 Total 1062644 1120897 4.70% 1181214 Community Libraries 24-25 25-26 % Q2 2025-26 Comment Libraries Q3 Q3 Movement Abronhill 6506 6,779 4.20% 6,770 Airdrie 16258 15,639 -3.81% 16,537 Bellshill 17581 15,069 -14.29% 15,448 Chapelhall 4764 4,731 -0.69% 4,230 Chryston 1783 1,585 -11.10% 1,738 Cleland 2947 2,373 -19.48% 2,830 Coatbridge 12649 15,210 20.25% 15,362 Condorrat 6303 6,166 -2.17% 6,107 Cumbernauld 14829 14,283 -3.68% 15,760 1/11/25 electrical issues Kilsyth 5904 6,312 6.91% 6,784 Moodiesburn 4355 5,029 15.48% 4,141 Motherwell 22201 23,398 5.39% 24,476 New Stevenson 4229 4,767 12.72% 3,747 Newarthill 1362 1,494 9.69% 1,694 Newmains 4590 3,639 -20.72% 3,438 Shotts 2162 2,498 15.54% 2,568 Stepps 5879 7,531 28.10% 5,962 Viewpark 3892 3,643 -6.40% 4,158 18/12/25-maintenance Page 202 of 214
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Wishaw 19488 22,599 15.96% 24,575 Total 157,682 162,745 3.21% 166,325 Outreach Services 24-25 25-26 % Q2 2025-26 Comment Q3 Q3 Movement Outreach Van 315 350 11% 573 Creative Venues Creative Venues 24-25 25-26 % Q2 2025-26 Q3 Q3 Movement Comment Airdrie Town Hall 8,533 31,138 264% 6897 Bellshill Cultural Centre 4,155 2,707 34% 2587 Cumbernauld Theatre 22,897 20,200 11.77% 8854 Total 35,585 54,045 51.8% 18,428 Page 203 of 214
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Museums & Collections Museums 24-25 25-26 % Q2 2025-26 Q3 Q3 Movement Comment Summerlee 39,734 48,711 22.6% 57,494 NL Heritage Centre 4,675 6,312 35% 5,865 Total 44,409 55,023 23.9% 63,359 Page 204 of 214
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Community Facilities Facility Centre Status (weeks) 24-25 Q3 Count 24-25 Q3 Duration (hours) 25-26 Q3 Count 25-26 Q3 Duration (hours) Average Weekly Hours in Q3 25/26 Comments Abronhill Community Facility 52 156 237 142 269 21 Variations in line with customer demand. Allanton Cc 52 53 140 53 136 11 Andrew Hamilton Cc 38 41 134 53 163 16 Auchinloch Cc 38 95 234 152 358 36 Beechbank Cc 52 114 344 105 365 28 Burngreen Cc 38 26 87 45 111 11 Burnhead Cc 52 142 350 163 492 38 Fewer CLD and childcare bookings. Calderbank Cc 38 62 163 53 138 14 Caldercruix Cc 38 11 21 9 17 2 Chapelside Cc 52 558 2156 543 1680 130 Variations in line with customer demand. Charlotte Toal Cc 52 250 1029 258 1044 81 Variations in line with customer demand. Chryston Cultural Centre 52 173 448 221 528 41 Variations in line with customer demand. Facility Centre Status (weeks) 24-25 Q3 Count 24-25 Q3 Duration (hours) 25-26 Q3 Count 25-26 Q3 Duration (hours) Average W eekly Hours in Q3 25/26 Comments Cleland Cc 38 9 20 36 100 10 Coatbridge Cc 52 1252 2984 1553 3607 280 Coltness Cc 52 177 476 124 321 25 Variations in line with customer demand. Cumbernauld New Town Hall 52 217 505 215 552 43 Forge Cc 38 111 308 32 82 8 Reduction reported in Q2. Four Isles Cc 52 82 303 45 87 7 Reduction reported in Q2. Frank Ferguson Cc 52 96 338 93 350 27 Page 205 of 214
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Garrell Vale Cc 52 311 745 234 656 51 Reduced CLD usage. Gartcosh Cc 52 242 745 237 726 56 Variations in line with customer demand. Facility Centre Status (weeks) 24-25 Q3 Count 24-25 Q3 Duration (hours) 25-26 Q3 Count 25-26 Q3 Duration (hours) Average Weekly Hours in Q3 25/26 Comments Gartlea Cc 52 261 849 318 1376 107 Gowkthrapple Cc 38 43 104 50 122 12 Greenfaulds Cc 52 97 257 95 244 19 Harthill Cf 52 165 551 185 440 34 Hattonrigg Cc 38 41 121 53 173 17 Variations in line with customer demand. Holytown Cf 38 133 359 130 342 33 One hall temporarily closed. Isa Money Cc 52 103 260 127 306 24 Jim Foley Cc 52 219 773 186 677 53 Less support bookings. Joe McKay Cc 52 202 614 206 731 57 Moved to Orbiston Hub in Dec 2025. John McCormack Cc 38 233 663 263 721 72 MacAuley Cc 38 98 244 90 242 25 Michael Sherry Cc 52 71 169 61 173 13 Facility Centre Status (weeks) 24-25 Q3 Count 24-25 Q3 Duration (hours) 25-26 Q3 Count 25-26 Q3 Duration (hours) Average Weekly Hours in Q3 25/26 Comments Mount Pleasant Cc 52 70 157 95 186 14 Variations in line with customer demand. Netherton Cc 38 35 84 46 112 11 Variations in line with customer demand. New Stevenston Cc 38 63 145 61 169 17 Newarthill Cf 52 358 1098 312 948 73 Variations in line with customer demand. Old Monkland C Wing 52 114 286 86 166 13 Old Monkland Cc 38 124 360 122 281 28 Overtown Cc 52 363 1645 125 389 30 Variations in line with customer demand. Page 206 of 214
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Pat Cullinan Cc 52 283 903 356 1570 122 Pather Cc 52 432 1320 274 935 73 Pivot Cf 52 59 147 0 0 0 Currently closed Plains Cc 52 45 158 57 172 13 Reduction reported in Q2. Pollock Cc 38 45 158 56 188 19 Salsburgh Cc 38 92 188 112 239 24 Facility Centre Status (weeks) 24-25 Q3 Count 24-25 Q3 Duration (hours) 25-26 Q3 Count 25-26 Q3 Duration (hours) Average Weekly Hours in Q3 25/26 Comments Shawhead Cc 52 128 331 33 55 4 Boxing group have successful CAT, moved to alternative premises. CAT for Shawhead agreed, in progress. Shotts Cf 52 193 434 209 479 37 Springfield Cc 52 63 145 78 197 15 Stepps 52 - - 413 881 68 Tannochside Cc 52 108 286 107 328 26 The Link 52 163 440 438 1340 104 The Muirfield Centre 52 670 2139 751 2356 183 The Village Cc 38 24 77 43 144 14 Viewpark Cf 52 635 1679 604 1597 124 Westfield Cc 38 61 166 67 171 17 Totals 10,452 30,514 10,575 30,232 2433 Notes School holiday periods tend to have lower usage Term time sites are closed October week and Christmas period, any usage showing in term time facilities during the holidays are for agreed exceptions Page 207 of 214
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Usage of term time sites in October and December had been based on the number of weeks the sites are actually opened Footfall is provided by Caretakers on a monthly basis, returns for December are still be received Usage figures can vary from month to month as new groups start and others do not renew Page 208 of 214
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? Yes No Ref JMcK/CPT Date 09/02/26 Contracts awarded below Committee approval threshold From James McKinstry - Chief Officer (Assets and Procurement) E-mail McKinstryJ@northlan.gov.uk Telephone 07939 281102 Executive Summary s , GCSO 21.10 requires a summary report be presented to members with details of contracts awarded since last committee, specifically for the spend range: over £50,000 but below £500,000 for supplies or services; and, over £500,000 but below £2,000,000 for works. Recommendations It is recommended that the Communities Committee: (1) Acknowledge the contract awards made since last committee reporting cycle. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Programme of Work Statutory / corporate / service requirement Item 10 Page 209 of 214
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1. Background 1.1 The Local Government (Scotland) Act 1973 section 81 requires local authorities to make standing orders with respect to the making by them or on their behalf of contracts for the supply of goods or materials or for the execution of works . 1.2 s set out the c specific procurement procedures and responsibilities at all spend levels, and include the reporting requirements of procurement activity, including contracts awards, to committee for either approval or acknowledgement. 2. Report 2.1 In accordance with GCSO 21.10, this report summarises the contract awards since last committee, specifically for the spend range: over £50,000 but below £500,000 for supplies or services; and, over £500,000 but below £2,000,000 for works. 2.2 If you require further information regards the contract awards reported, please refer to the lead service area / Chief Officer detailed in the appendix. 3. Measures of success 3.1 All requirements contracted contribute to either and/or fulfil a statutory requirement. 3.2 All contract awards secure best value for the council in accordance with their evaluation criteria. 3.3 All necessary diligence has been undertaken in the evaluation and appointment of contractors. 3.4 All contract award . 4. Supporting documentation 4.1 Appendix 1 Summary of contracts awarded James McKinstry Chief Officer (Assets and Procurement) 5. Impacts 5.1 Impacts considered as part of the contract award procedures are recorded in the individual contract award reports held by the lead service area. Page 210 of 214
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Appendix 1
Summ
ary of Contracts Awarded
Contract
Ref
NLC-CPT-25-029
Title
NLC Play Areas Spring 25 L1 - Moodiesburn, Bargeddie and Eastfield
Classification
Supplies
Chief Officer, Procuring Service Area
Stephen Penman, Chief Officer (Strategy and Engagement)
Competition
Governance by Value
Procurement Route
Call-off following Mini Competition using a Third-Party Framework
No. of Contractors invited
10
No. of Bids Received
3
Award Criteria
Most Economically Advantageous Tender ("MEAT") Scoring Model
Evaluation Scores
Successful
95%
Evaluation Scores
Unsuccessful
70%-80%
Comments
The call-off was made following a mini-competition through the Scotland Excel Framework for Outdoor
Play and Sports Facilities (0420) Lot 1
Design, Supply and Installation of Outdoor Play
Areas.
Award
Details
Value
£274,272
Contract Duration
24 Months
Contractor Name
Kompan Scotland Limited
Contractor Size
SME
Contractor Location
West Lothian
Status - Payment of Living W
age?
Yes
Status - Living W
age Accredited?
No
Impacts
this section
highlights which
impacts were
considered for
this contract
award procedure
Public Sector Equality
Duty and Fairer
Scotland Duty
HR Policy Impact
Data Protection
Impact
Environment / Carbon
Impact
Risk Impact
Wellbeing Impact
Financial Impact
Legal Impact
Technology / Digital
Impact
Communications
Impact
Armed Forces
Covenant Duty
Further details regarding these impacts can be obtained from
the Lead Service Area / Chief Officer
Page 211 of 214Page 212
Contract
Ref
NLC-CPT-25-030
Title
NLC Play Areas Spring 25 L2 - Caldercruix, Forgewood, Petersburn and Rennie Road
Classification
Supplies
Chief Officer, Procuring Service Area
Carolynne Coole, Interim
Chief Officer (Strategy and Engagement)
Competition
Governance by Value
Procurement Route
Call-off following Mini Competition using a Third-Party Framework
No. of Contractors invited
10
No. of Bids Received
2
Award Criteria
Most Economically Advantageous Tender ("MEAT") Scoring Model
Evaluation Scores
Successful
82%
Evaluation Scores
Unsuccessful
57%
Comments
The call-off was made following a mini-competition through the Scotland Excel Framework for Outdoor
Play and Sports Facilities (0420) Lot 1
Design, Supply and Installation of Outdoor Play
Areas.
Award
Details
Value
£429,910
Contract Duration
24 Months
Contractor Name
Kompan Scotland Limited
Contractor Size
SME
Contractor Location
West Lothian
Status - Payment of Living W
age?
Yes
Status - Living W
age Accredited?
No
Impacts
this section
highlights which
impacts were
considered for
this contract
award procedure
Public Sector Equality
Duty and Fairer
Scotland Duty
HR Policy Impact
Data Protection
Impact
Environment / Carbon
Impact
Risk Impact
Wellbeing Impact
Financial Impact
Legal Impact
Technology / Digital
Impact
Communications
Impact
Armed Forces
Covenant Duty
Further details regarding these impacts can be obtained from
the Lead Service Area / Chief Officer
Page 212 of 214Page 213
Contract
Ref
NLC-CPT-25-031
Title
NLC Play Areas Spring 25 L3 - Cambusnethan &
Waverley Drive, Cambusnethan, Jerviston and Green
End
Classification
Supplies
Chief Officer, Procuring Service Area
Stephen Penman, Chief Officer (Strategy and Engagement)
Competition
Governance by Value
Procurement Route
Call-off following Mini Competition using a Third-Party Framework
No. of Contractors invited
10
No. of Bids Received
6
Award Criteria
Most Economically Advantageous Tender ("MEAT") Scoring Model
Evaluation Scores
Successful
90%
Evaluation Scores
Unsuccessful
Range from
35%
- 85%
Comments
The call-off was made following a mini-competition through the Scotland Excel Framework for Outdoor
Play and Sports Facilities (0420) Lot 1
Design, Supply and Installation of Outdoor Play
Areas.
Award
Details
Value
£400,000.00
Contract Duration
24 Months
Contractor Name
Proludic Limited
Contractor Size
SME
Contractor Location
Leicestershire
Status - Payment of Living W
age?
Yes
Status - Living W
age Accredited?
Yes
Impacts
this section
highlights which
impacts were
considered for
this contract
award procedure
Public Sector Equality
Duty and Fairer
Scotland Duty
HR Policy Impact
Data Protection
Impact
Environment / Carbon
Impact
Risk Impact
Wellbeing Impact
Financial Impact
Legal Impact
Technology / Digital
Impact
Communications
Impact
Armed Forces
Covenant Duty
Further details regarding these impacts can be obtained from
the Lead Service Area / Chief Officer
Page 213 of 214Page 214
Contract
Ref
NLC-CPT-25-034
Title
NLC Outdoor Gyms Spring 25 L4 - Auchinloch and Cardowan Meadow
Classification
Supplies
Chief Officer, Procuring Service Area
Stephen Penman, Chief Officer (Strategy and Engagement)
Competition
Governance by Value
Procurement Route
Call-off following Mini Competition using a Third-Party Framework
No. of Contractors invited
10
No. of Bids Received
3
Award Criteria
Most Economically Advantageous Tender ("MEAT") Scoring Model
Evaluation Scores
Successful
92%
Evaluation Scores
Unsuccessful
Range from
57%
- 80%
Comments
The call-off was made following a mini-competition through the Scotland Excel Framework for
Outdoor Play and Sports Facilities (0420) Lot 3
Design, Supply and Install of Multi-Use Games
Areas.
Award
Details
Value
£70,000
Contract Duration
24 Months
Contractor Name
Proludic Limited
Contractor Size
SME
Contractor Location
Leicestershire
Status - Payment of Living W
age?
Yes
Status - Living W
age Accredited?
Yes
Impacts
this section
highlights which
impacts were
considered for
this contract
award procedure
Public Sector Equality
Duty and Fairer
Scotland Duty
HR Policy Impact
Data Protection
Impact
Environment / Carbon
Impact
Risk Impact
Wellbeing Impact
Financial Impact
Legal Impact
Technology / Digital
Impact
Communications
Impact
Armed Forces
Covenant Duty
Further details regarding these impacts can be obtained from
the Lead Service Area / Chief Officer
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