Agenda Document Pack - Communities Committee - 27/04/2026
North Lanarkshire Council · 27 April 2026
Back to Communities Committee — 27 April 2026 and its agenda
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16 April 2026 Members of the Communities Committee Chief Executive’s Office Rachel Blair Chief Officer (Legal, Democratic and Strategy) Civic Centre, Windmillhill Street, Motherwell ML1 1AB www.northlanarkshire.gov.uk Notice is given that a Meeting of the Communities Committee is to be held in the Council Chamber, Civic Centre, Windmillhill Street, Motherwell, ML1 1AB on Monday, 27 April 2026 at 10:00 AM which you are requested to attend. The agenda of business is attached. Rachel Blair Chief Officer (Legal, Democratic and Strategy) Members : Clerk Name: Karen Swan Clerk Telephone: 07919 730272 Clerk Email: committee@northlan.gov.uk G Woods, J Reddin, C Barclay, A Beveridge, B Burgess, J Cairns, K Duffy, H Dunbar, F Fotheringham, W Goldie, K Harmon, J Jones, J Keltie, J Leckie, M McBride, B McCulloch, P McDade, L Mitchell, N Shevlin, A Smith, J Toner. Page 1 of 282
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Agenda 1 Declarations of Interest In Terms of the Ethical Standards In Public Life Etc. (Scotland) Act 2000 2 Local Development Programme Submit report by the Chief Officer (Housing and Communities) providing an update on progress with the Community Board Local Development Programme (LDP) projects. 5 - 68 3 Community Boards and Partnership Communications Strategy Submit report by the Chief Officer (Housing and Communities) providing an update on key progress linked to supporting the development of the Community Boards model. 69 - 80 4 Community Resilience Support Update Submit a report by the Chief Officer (Housing and Communities) advising of progress made on current community resilience support and contributions to community safety across the 9 Community Boards. 81 - 92 5 Cumbernauld Theatre Trust – Service Level Agreement and Funding Agreement 2026 - 27 Submit report by the Chief Officer (Community Operations) (1) providing an update on the recently agreed Service Level Agreement with Cumbernauld Theatre Trust (CTT), (2) seeking approval of the proposed funding agreement for the period 2026-27 and (3) providing an update on operation of the Lanternhouse Venue over the last year. 93 - 110 6 Improving and Modernising Community Focused Grants Programmes Submit report by the Chief Officer (Housing and Communities) providing an update on improvement actions previously identified in relation to the Grant Award Programme (GAP). 111 - 136 7 Community Council Scheme Review Submit report by the Chief Officer (Legal, Democratic and Strategy) seeking approval to issue a public notice of the proposed amendments to the Scheme for Establishment of Community Councils and invite representations as part of the statutory consultation process 137 - 230 Page 3 of 282
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8 Application from Airdrie Martial Arts for transfer of Glenmavis Community Centre Submit report by the Chief Officer (Housing and Communities) seeking approval of the Community Asset Transfer Request from Airdrie Martial Arts Centre. 231 - 246 9 Application from Glenmavis Community Group for transfer of Glenmavis Community Centre Submit report by the Chief Officer (Housing and Communities) seeking approval of recommendation by the Community Assets Leadership Group tor eject the Community Asset Transfer Request. 247 - 260 10 Active and Creative Communities and Community Facility Usage and Footfall Q2 25-26 and Q2 24-25 Submit report by the Chief Officer (Community Operations) advising of the usage and footfall associated with the council's sports, culture, leisure and community facilities. 261 - 272 11 Redevelopment of Time Capsule Submit report by the Chief Officer (Community Operations) highlighting recent development works undertaken and seeking approval to redevelop ice rink area. 273 - 282 Page 4 of 282
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref SL/MC Date 27/04/26 Local Development Programme From Stephen Llewellyn, Chief Officer (Housing and Communities) Matt Costello, Community Partnership Manager, Enterprise, and Communities E-mail Llewellyns@northlan.gov.uk Costellom@northlan.gov.uk 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 project case studies (Appendix 3) (4) Recognises the Programme of play area projects for 2025/26 (Appendix 4). (5) Recognises the LDP projects completed during financial year 2025/26. (6) Approves amendments to existing projects and further project proposals and project criteria. (7) 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 282
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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 proportion of people who were “income deprived” in the 2020 SIMD. The 2025/26 allocation includes the carry forward from the 2024/25 LDP budget allocation. 1.5 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. 1.6 Appendix 3 of the report contains case studies of a recent LDP projects, play area communication boards, and the Tommy Gemmell statue project at Craigneuk in Motherwell. 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. 1.7 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 Scottish Government’s play area renewal funding. 1.8 Appendix 5 has been included in this report to illustrate the delivery of the LDP project portfolio during financial year 2025/26. The Appendix outlines the delivery of a total of sixty-one projects across all nine Community Board areas. Page 6 of 282
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2. Report Criteria for Local Development Programme 2.1 To be eligible for inclusion in the Community Board Local Development Programme, projects must meet the priorities of the Local Outcome Improvement Plan and substantially subscribe to previously agreed criteria. The following are examples of some of the key criteria: • link to LOIP priorities • be publicly visible and accessible. • come from community groups or individual. • improve community safety. • benefit a large number of people. • improve the appearance of an area. • maximise the use of alternative sources of funding. • be a capital projects on council owned land. 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. For projects that are under development these estimated costs are particularly subject to change following ground investigation works, scoping works, the development of designs and so on. 2.4 The Community Board Local Development Programme highlights the council’s commitment to community led neighbourhood regeneration. Prioritisation work has been undertaken taking account of the allocated budgets and criteria to schedule project delivery of the current holding over the five-year budget cycle. These priorities may change as projects develop, and clearer costs become available. 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, thirteen projects from six Community Board areas are seeking approval from the Communities Committee. Page 7 of 282
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Table 1. Projects seeking approval from Communities Committee Community Board Area Project Name Project description Budget Airdrie Upgrade path and add solar lighting in Cairnhill road and Hogg Street community gardens. Surfacing project £15,000 Airdrie Upgrade to access system at Hallcraig Street car park. Improve the access system to help enhance community safety in the car park. £20,000 Airdrie Play area renewal Airdrie Leisure Centre Play area upgrade £150,000 Airdrie Play area renewal at Glenmavis. Play area upgrade £80,000 Bellshill Hamilton Place Play Area (Quarry Street Play Area) New play area £130,000 Bellshill Dornoch Road, Holytown play area Play area upgrade £35,000 Coatbridge West End Park play area Play area upgrade £150,000 Cumbernauld Summer House at Castlecary Memorial Park Heritage project £15,000 Motherwell Carfin play area Play area upgrade £5,000 Motherwell Cornelia Street play area Play area upgrade £100,000 Motherwell Doon Street Play Area Play area upgrade £4,000 Motherwell and Wishaw Extension of Wishawhill Pumptrack: Social track Project Extension of existing pump track £70,000 (£35,000 from each Board area). Motherwell and Wishaw Mural Painting on Pavilion at King George V Park, Craigneuk Heritage project £10,000 (£5,000 from each Board area) Page 8 of 282
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3. Measures of success 3.1 Projects delivered within agreed timescales taking into account all relevant factors and budgetary considerations. 3.2 Local communities are involved from the earliest stage in the development of project designs and delivery and are generally satisfied with the outcome. 3.3 People in communities whose voices are seldom heard are engaged in putting forward/influencing projects within their community. 3.4 The governance role of the Community Boards is consolidated in terms of project development, approvals, and monitoring processes. 4. Supporting documentation 4.1 Appendix 1 Community Board Local Development Programme 2023/24 onwards. 4.2 Appendix 2 Budget Information. 4.3 Appendix 3 Your community asked, we delivered: LDP project case studies. 4.4 Appendix 4 Play Area Development List 2025/26. 4.5 Appendix 5 LDP Projects completed during 2025/26. Stephen Llewellyn Chief Officer (Housing and Communities) Page 9 of 282
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The Report details the proposed budgets for new projects which are seeking approval and the expenditure on projects that have been completed. 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? Page 10 of 282
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Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? 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. The procurement of play areas for example includes a statement on how contractors will manage their carbon impact through the project implementation process. 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The LDP is discussed widely with community groups and local consultation will be communicated as required. In conjunction with local communities, a communications approach will ensure that projects are promoted positively. 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? There are no significant financial risks which have been identified at this stage, 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 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 11 of 282
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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 12 of 282
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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 £20,000 Projects team to complete feasibility checks, unlikely to proceed. Holehills Kickabout Area New Play Area Under Development £40,000 CPO currently liaising with education, could be delivered through the infrastructure framework. Calderbank Skate Park Play Facility Under Development £60,000 Site visit to be arranged. Community Partnership Initiatives Potential/ In progress £10,000 Upgrade path and add solar lighting in Cairnhill road and Hogg Street community gardens. Surfacing project Seeking approval £15,000 Project team has undertaken feasibility checks. Upgrade to access system at Hallcraig Street car park. Improve the access system to help enhance community safety in the car park Seeking approval £20,000 Initial meetings taken place with proposer. Play area renewal Airdrie Leisure Centre Play area upgrading project Seeking approval £150,000 Site visit undertaken by project team as part of feasibility assessment. Play area renewal at Glenmavis Play area upgrade project. Seeking approval £80,000 Initial feasibility work undertaken. New Path with handrail at Perth Avenue, Cairnhill (Scarhill Park) Installation of a new path with handrail attached. Potential/ in progress £10,000 Projects team undertaking feasibility Page 13 of 282
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Moss avenue Parking Potential clearing existing lockups and resurfacing. Potential/ in progress £20,000 Projects team provided proposer with two options, proposer has now decided upon an option and projects team to now proceed. Consultation to be completed. Longriggend welcome sign Low brick wall - Village welcome sign Potential/ in progress £15,000 The draft design is with proposers, awating feedback from proposers. Plan to include a miner’s memorial and information board and link to lost villages memorial. Ballochney Road Plains Path installation Path installation in Plains Potential/ In progress £20,000 Projects team met on site with supplier, Hochtief, regarding the budget and timetabling of the project. Community Safety CCTV CCTV Potential/ In progress £25,000 CCTV for Edwards Church - Potential for - CCTV around St Edwards Church - Community Safety Team currently doing assessments and will come back with options. CCTV for Calderbank Pitch Potential Project to be confirmed Project removed at end of 2025. Potential CCTV project in Craigneuk. Airdrie Leisure BMX Pump Track Upgraded pump track facility Potential/ In progress £170,000. Project awarded to contractor. Page 14 of 282
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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 £150,000 Contractors started work on site in Mid- February 2026. Due to complete before the end of March 2026 Chapelhall/ Bellside Road Parking Surfacing Potential/ In progress £40,000 Projects team undertaking design work and working with contractor on costs and timetabling. Lost Villages Informative local point on the mining heritage of the village Potential/ In progress £20,000 CPO had a meeting with proposers and Museum staff to look at the information that will go on the interpretation boards. Projects team to still investigate 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 On site meeting with Hochtief the contractor in early February - consultation to be completed. Page 15 of 282
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Centenary & West End Park Sculpture Garden Cover the cost of installation for wood carvings Potential/ In progress £5,000 increased to £15,000.00 CPO to get an update from Community group to find out is the artists has completed anymore sculptures, projects team & CPO installed solar lighting in the existing bases. Airdrie Boulevard of Lights Replace trees that must be removed along with erecting a temporary metal structure beside /behind the new trees to increase the lights effect whilst they are established. Potential/ In progress £10,000 now Increased to £15,000 Option one of fabrication of branches from supplier has been ordered. CPO in contact with lighting designer for an update. Petersburn Main Play Area Renew existent play area and concentrate all play provisions in one play area Potential/ In progress £150,000 Contractors started work on the site in Mid-February 2026. Project completion by the end of March 2026 Caldercruix Wheeled Sport Area Refurbishment of the existing wheeled sports area at Moss Avenue Potential/ In progress £50,000 Project put out to tender but received no interest. - will be resent in the next procurement round. Projects team reviewing specification. West end/ Centenary Park New Interpretation boards Potential/ In progress £15,000 Projects team to discuss with Graphics team with design and installation of panel onto lectern. Page 16 of 282
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Chapelhall Fencing Xmas Tree Completed £2,000 Fencing has been installed. Craigneuk Fencing Installation of a fencing Completed £1,110 Project completed Caldercruix Heritage Project Heritage Project Completed £42,944 Information panels installed. Project completed as of 24th Nov 25 Welcome to Chapelhall Biggest Village Sign Heritage Project Removed Project no longer feasible to progress, due to not being able to confirm if Chapelhall is the biggest village. Page 17 of 282
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Bellshill Project Name Project Description Progress Budget Notes Improving Parking at Strathclyde Way Improving Parking Provision and EV Accessibility in Strathclyde Way, Bellshill Under Development £15,000 Projects team to develop a site plan for consultation. Community Partnership Initiatives Under Development £10,000 Funding to support partnership initiatives. Warnock Cres – additional parking To remove some of the crescent’s green area to give parking bays Under Development £15,000 Projects team to revisit site to establish if project feasible after works by Scottish Water Holytown Community Garden Barrier/Fence Fencing around community Garden due to vandalisation on the site Under Development £10,000 Proposers requesting fencing due to issues with quad bikes, projects team to investigate feasibility. Holytown War Memorial Garden Tree Lighting Install tree lighting for the trees in the War Memorial garden Under Development £15,000 Site visit required to check trees and connectivity to power source Projects team to conduct feasibility checks. Bellshill Tree Lighting Tree lighting project Under Development £1,000 Proposers requesting lights for their proposed Christmas Tree. CPO to confirm if the location is Council owned. Bellshill - The Angle community garden Community Garden Under Development £20,000 Awaiting signed proposal from Bellshill Community Council. Bellshill - North Road Underpass Underpass restoration. Under Development £10,000 Awaiting signed proposal from Bellshill Community Council CPO to confirm landowner. Page 18 of 282
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Hamilton Place Play Area (Quarry Street Play Area) New play area development Seeking Approval £130,000 Projects team have investigated feasibility of project. Playpark – Dornoch Road, Holytown Upgrade of existing Playpark opposite Holytown Primary School Seeking Approval £35,000 Option to create an outdoor gym in the lower play area. Projects team to complete feasibility regarding this and previous play areas. McCracken Drive Parking Viewpark Additional parking spaces In progress/ Potential £15,000 Projects team to sort out site visits with Hochtief. Supplier to start works on the 16th and to be completed a week later. Clay Crescent Muga The area distinctly lacks sufficient open public space and sports facilities. Utilising existing red ash paved football pitch which is a health and safety concern for causing injuries. In progress/ Potential £80,000 Project awarded to contractor January 2026. Page 19 of 282
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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 Project awarded to contactor January 2026. 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 Project awarded to contractor January 2026. Shirrel Avenue Parking To re- surface/improve a disused lock- up site to ease amount of parking on Shirrel Avenue. In progress/ Potential £15,000 Start date on wall from owners to be confirmed, CPO to follow up. On hold pending clarification Viewpark Glen Signage update and replace signages around Viewpark for the Glen/Douglas support estate. In progress/ Potential £10,000 Site visit to be carried out to establish requirements on this project. Projects team to investigate feasibility and more design details. Holytown War Memorial Garden - Bench Installation Base for Benches In progress/ Potential £2,000 Works due to complete by end of March 2026. Page 20 of 282
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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 reinvestigate on feasibility and on possible alternative options due to concerns about flooding. Overall project could be out of scope of LDP. Community Safety CCTV CCTV camera installation. In progress/ Potential £25,000 CCTV for Fallside & Viewpark looking into gathering data. CPO to attend multi-agency meeting re issues in area prior to submission of proposal form. signed proposal received by CPO. Would be a joint project between LDP and Housing, looking into contributing to at least one out of three cameras. Alder Bank Parking Viewpark Additional parking spaces Completed £15,000 Works completed January 2026. Belvidere Crescent Parking Bellshill Additional parking spaces Completed £15,000 Works completed Nov 2025 Liberty Road, Parking Bellshill Additional parking spaces Completed £30,000 Project completed January 2026 Page 21 of 282
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Coatbridge Project Name Project Details Progress Budget Notes Kirkwood Tenants & Residents Community Garden Install Community Garden Under Development £20,000 CPO meeting with proposers to discuss progression of project. Project has local support. Avenue of Lights Trees on both sides of Bank Street from Blairgrove Court to the Cenotaph. Under Development £20,000 Projects team to complete feasibility checks Project on hold till completion of earlier project. West End Bowling Club Potential LDP support to improve community facility Under Development £10,000 Proposers addressing issues with lease. Rosalyn Drive Parking Bays Grassed area in front of houses that may be suitable for creation of parking bays to alleviate problem. Under Development £15,000 CPO awaiting further information from the project proposer. potential for 5 - 6 parking bays. Shawhead Underpass Project Community Art Session Host two community art sessions to allow local people not involved in the group artworks for the underpass project to also take part by contributing to a collaborative art piece that will go on display in the underpass as part of the larger project Under Development £1,000 CPO had a meeting with Cllr and now to follow up on costs regarding art materials, CPO aiming to start mid Feb 26. West End Park Play Area Upgrade Upgrade of a Play Area Seeking Approval £!50,000 Project under consideration for financial year 2026/27 Page 22 of 282
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Whifflet Park Additional Swing Bay Environmental Improvement Potential/ In progress £1,000 Swing bay ordered through infrastructure contact. Awaiting delivery. Shawhead in Bloom Community growing project to enhance public spaces around Shawhead including development of community garden space Potential/ In progress £10,000 Consultation results in with 133 responses showing a majority in favour of the project Projects team looking into designs and costs. Cenotaph floral displays Large artificial hanging baskets at the cenotaph in West End Park on Bank Street. Potential/ In progress £1,000 Cenotaph floral displays maintenance has been approved and the hanging baskets ordered. Shawhead Underpass Project Make the underpass look secure with enhancements in the light, paint, mirrors and involving students with art works Potential/ In progress £7,000 CPO to looking into lighting, painting, and school involvement. CPO encouraging engagement with schools. Dunbeth Bowling Club entrance pathways fill potholes and potentially resurface entrance pathway Potential/ In progress £15,000 Projects team clarifying costs, work to be completed by Hochtief through the infrastructure contract. Community Safety CCTV CCTV Potential/ In progress £25,000 Page 23 of 282
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Bargeddie MUGA Development of Bargeddie MUGA Potential/ In progress £90,000 Project awarded to contractor at the end of January 2026. Welcome to Coatbridge Installation Stonework welcome to Coatbridge installation at the end of A725, start of Whifflet Street. No visible indicator exists presently to say that you are entering Coatbridge. Potential/ In progress £15,000 Design now complete, currently waiting on heritage panel to be completed. Greenend Wheeled Sports Area Development of Greenend Wheeled Sports Area Potential/ In progress £50,000 Project delayed for inclusion in play area procurement in 2026/27. Carnbroe Heritage panels Install Heritage panels to safely screen mine cap in community garden Potential/ In progress £5,250 Panels ordered and with supplier. Aiming to be installed in March 2026 Kelso Quadrant Community Space, Create a useable community space on currently unused waste ground to rear of properties Potential/ In progress £10,000 Suppliers working on project, CPO aiming to engage more public opinions Contractor met with CPO, Projects team following up with suppliers on progress. Page 24 of 282
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Secret Garden (Friends of Dunbeth Park Community Garden) Partnership with Friends of Dunbeth Park Potential/ In progress £5,000 Pathway complete, CPO to talk to proposers on possibly renewing old panels. Projects team sourcing and ordering a self- closing gate. Community Partnership Initiatives Shawhead Underpass Project Community Art Session Potential/ In progress £10,000 Greenend Play Area Full refurb. Extra play equipment Completed £100,000 Project completed at the end of January 2026. Bargeddie Play Area Upgrade Play Area upgrade Completed £100,000 Project completed at the end of January 2026. Cumbernauld Project Name Project Details Progress Budget Notes Kildrum Entrance Feature Entrance wall feature to be constructed. Under Development £15,000 Design and feature wall being developed. Cumbernauld New Town Heritage Signage Refurbish and reinstate original Cumbernauld New Town signage, to designs by town artist Brian Miller Under Development £20,000 Projects team still communicating with suppliers, awaiting responses on costs and designs. Page 25 of 282
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Arria Signage Signage from Craighalbert Road to Arria Sculpture by Andy Scott. Under Development £2,000 Awaiting update from Greenspace. No progress. Maple Underpass Painting Painting of the underpass between Maple Road and Whitelees Primary Under Development £10,000 Engineer approved permission for design. CPO to gain a copy of design from proposers. Proposers have arranged meeting with CPO to discuss costs. Additional Parking at Lilac Hill, Abronhill Create additional parking and lining parking bays Under Development £10,000 On hold due to budget constraints look at priority in new Financial Year. Welcome to Abronhill Sign - Whitelees Road Roundabout Welcome to Abronhill Sign Under Development £10,000 Projects team following up with Roads service on the feasibility of the project Carbrain Pump Track Create a pump-track for young people to use scooters, skateboards, and bikes Under Development £130,000 Project on hold until greater clarity on funding becomes available. Re-Painting Underpass in Carbrain phase 2 Planned painting session where the police invite youths to come along and decorate the underpass - LDP to whitewash underpass Under Development £5,000 CPO meeting with proposers & partners regarding the project potentially being funded through Community Benefit. Community Partnership Initiatives Funding to support community partnership initiatives Under Development £10,000 Page 26 of 282
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Summer House at Castlecary Memorial Park Heritage project. Seeking Approval £15,000 Project Team considering feasibility and likely costs. Cumbernauld House Park & Tarbolten Road Notice Board Replace the damaged notice board in Kildrum to share community info In progress/ Potential £2,000 Notice Boards being installed in February 2026. Cumbernauld House Park lighting Install stud lighting recessed into the footpath along the southern edge of Cumbernauld House Park, between Castle Way and the end of Meadow View. In progress/ Potential £6,000 Projects team sent suppliers design specs on lights and installation. Awaiting installation information from supplier. Lime Crescent, Abronhill Parking In progress/Potential £15,000 Project included in next round of surfacing projects. Westfield Primary School: small play area Trim trail small play area In progress/Potential £15,000 Contract awarded January 2026 Allanfauld Road Seafar Play Area Install a new play area at Allanfauld Road, Seafar, Cumbernauld In progress/Potential £100,000 Contract awarded January 2026 Page 27 of 282
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Gap Site Hoarding Design of the hoardings to include historical information and images of the Village In progress/Potential £6,000 Projects team awaiting on final design from graphics team to send to proposers. Afton Road, Parking Parking In progress/Potential £15,000 Project included in next round of surfacing projects. Birch Road, (Abronhill) Parking In progress/Potential £10,000 Project included in next round of surfacing projects. Cumbernauld Peace Garden Memory Walk Memory Walk In progress/Potential £10,000 (potentially up to £50,000) CPO and Projects team had a meeting with proposers with positive feedback. Identified group in the process of being constituted. Page 28 of 282
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Community Safety CCTV Community Safety In progress/Potential £25,000 CCTV for Condorrat CPO received feedback from Police, looking to identify specific areas Proposal submitted - Estimated costs are between £7k and £8k. Eastfield Play Area Playpark Completed. £100,000 Project completed in February 2026. Carbrain Community Noticeboard Install Carbrain Community Noticeboard Completed £3,000 Notice Boards installed February 2026. Various Notice Boards Across Abronhill Install Community Notice Boards Completed £7,000 Notice Boards installed February 2026 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 £15,000 Organisation seeking third party funding support for essential building and facility improvements. Proposal will require to be updated No progress. Page 29 of 282
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Kilsyth Main Street Hoarding Replace Hoarding on Kilsyth Main Street gap site. Redesign and replace the Hoarding which was damaged earlier this year at the site next to the Cooperative store. Under Development £12,000 Hoarding to be single height, CPO to discuss with proposers regarding final design. Project team to take advice on construction of hoarding fence. Project team to get costs for panels. Community Partnership Initiatives Funding to support partnership initiatives Under Development £1,500 Connecting Kilsyth Pathway Project Clean Up and Signage Pathway project to clean up and install signage In progress/ Potential £10,000 + £12,000 £10,000 donation Projects team analysing details, once approved it will then be sent to the Graphics team. 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 £80,000.00 Contractor awarded to supplier end of January 2026. Colzium Park Clean up and some new equipment In progress/Potential £100,000.00 Contractor awarded to supplier end of January 2026. Page 30 of 282
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Signage for Kilsyth Sign posts and notice boards creation & installations In progress/Potential £3,000 Notice boards on the Main Street near the police station and at Burngreen were installed on 10th February 2026. The notice board at Provost McCann walkway will have its lock replaced shortly. Muga Old Mill View This is a request to install a Muga next to the existing play park at Old Mill View, Croy In progress/Potential £80,000 Contract awarded to supplier at the end of January 2026. Rennie Road Play Park Replace Play Area In progress/Potential £80,000 Work began on the site in Mid- February 2026. Community Safety CCTV In progress/Potential £25,000 CCTV for Barlanfauld Street completed. Page 31 of 282
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Motherwell Project Name Project Details Status Budget Notes Community Partnership Initiatives Funding to support community partnership initiatives Under Development £10,000 Cornelia Street play area Play Area Upgrade Seeking Approval £100,000 Potential to include in financial year 2026/27 Carfin play area Play Area Upgrade Seeking Approval £5,000 Proposal to be created Site visit complete, Project's team to chase up with street scene. No progress, could include a swing, and some play panels Doon Street Play Area – Interactive Panels Play equipment Seeking Approval £4,000 Panels to be ordered 3 Panels confirmed from proposers and to be added onto orders. Extension of Wishawhill Pumptrack: Social track Project Environmental & Woodland improvements around Wishawhill Woods including further development of pump track/cycling facilities Seeking Approval Third Party Contribution TBC + £150,000 funding from Sports Scotland Facilities Fund & £35,000 from Wishaw and Motherwell board area. January 2026, £150,000.00 secured from Sports Scotland, along with LDP. funding of £35,000.00 each from Wishaw board and Motherwell board. Design specifications have been produced. To go to Procurement. Page 32 of 282
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Mural Painting on Pavilion at King George V Park, Craigneuk Turn a lifeless building facade into a colourful canvas Potential/ In progress Indicative £10,000 spilt between Motherwell and Wishaw (£5k each) Community group have gained permissions for design and for the removal of fencing at the front of the Mural. Project works scheduled to start in March 26. 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 Project awarded to contactor January 2026 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 Works complete mid- February 2026, awaiting final inspection prior to opening. 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 £80K to £100K: To go through confirm framework Projects team sorting a site visit for next week. To go through confirm framework. Coursington Crescent Parking Additional parking Potential/ In progress £15,000 Project is on the list of works to be completed by supplier. Project will be undertaken in financial year 2026/27. Page 33 of 282
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Outdoor Gym, Glenmore Rd- Lomond Walk, Newarthill Development of an outdoor gym for community use Potential/ In progress £40,000 Project awarded to contractor January 2026. Duchess Park Renewal of Equipment Replace old equipment in Duchess Park Potential/ In progress £60,000 Due to budget restraints project has been moved to next round of procurement in Spring/Summer and will be a priority. Picnic benches for Woodilee playpark Build and maintain approx. 3 or 4 picnic benches Potential/ In progress £3,260 Feedback from community Group received about the location for the benches. Has now been ordered Projects team chasing up supplier on instalment Tommy Gemmell Statue, Craigneuk Groundworks for memorial statue Completed £75,000 external funding LDP Funding £61,000 Official opening was held on 28th Feb 26. Craigneuk – Take some Breathing Space Bench Installation of a bench. Completed £500 Project completed at the end of November 2025. Page 34 of 282
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CCTV for Muirhouse and Carfin. Additional CCTV in locality in conjunction with Community Safety Partners Completed £25,000 Project completed early February 2026. Proposal for CCTV for Carfin Proposal complete, CPO met with CCTV Team, location of camera agreed. Waiting on costs from CCTV Team. Jerviston Play Area Replacement Play Area replacement Completed £100,000 Project completed February 2026, awaiting final inspection prior to opening. Shields Glen Park, Muirhouse, Nature Trail/Nordic Walking Installation of a trail in the park Removed Projects removed at the end of February 2026 as no further progress with the proposer. Northern Corridor Project Name Project Details Progress Budget Notes CCTV Community Safety Additional CCTV in the locality in conjunction with community safety partners Under Development £15,000 Community Partnership Initiatives Funding to support community partnership initiatives. Under Development £3,000 Cardowan Pump Track Develop a pump track facility on ash site next to Cardowan MUGA, Frankfield Road Under Development £130,000 No progress - hold until financial year 26/27. Page 35 of 282
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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. Moodiesburn Christmas Tree Project Erect permanent Christmas Tree in Moodiesburn. Potential/ In progress £3,000 Project delayed until after December 2026. Ramoan play area, Glenboig - New entrance New entrance gate and cleared vegetation. Potential/ In progress £10,000 Arbor Team to clear the site, site visit at the end of January 2026 to identify scale of work and location of new gate. Under consultation with local community. 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 Project awarded to contractor January 2026 Path Improvement works at Strathkelvin Railway Path, Moodiesburn The project involves improvement works at the path area at Strathkelvin Railway Path, Moodiesburn (next to the Bow Wow Right of Way entrance). Potential/ In progress £10,000 phase 2 to be completed by Hochtief Projects team sorting site visit with Arbor team. Page 36 of 282
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Moodiesburn Outdoor Gym Establish an outdoor gym facility Potential/ In progress £30,000 Project awarded to contractor January 2026. Moodiesburn Play Area Create play area at top end of Moodiesburn Completed £75,000 Project completed 19th December 2025 Cardowan Community Meadow Outdoor Gym Establish an outdoor gym facility in Cardowan. Completed £35,000 Project completed 18th November 2025. Auchinloch Community Council Outdoor gym Establish outdoor gym facility in Auchinloch Completed £35,000 Project Completed 18th Nov, bench re located during installation following local engagement. Bluebell Park, Stepps Upgrade Replacement of old log items and development of outdoor classroom. Funded by Scottish Government monies. Completed £5,000 Project completed 18th November 2025 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. Completed £27,000 Pathway works completed in December 2025, solar lighting completed in January 2026 Shotts Project Name Project Description Progress Budget Notes Community Partnership Initiatives Funding to support community partnership initiatives Under Development £2,000 Approved at Communities Committee CCTV Installation of cameras in the area Under Development Potential cost £27,423 Development work ongoing on two potential installation sites: Hartwood Hospital and Allanton Primary School. Data received from partners- costs currently being assessed. Page 37 of 282
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Shottskirk Road Shotts Car Parking Improvements To improve accessibility and car parking locally Potential/ In progress £20,000 Project to now progress to endorsement with ten parking spaces to be created. Allanton Community Noticeboard Noticeboard to be installed at Allanton Road, Allanton Shotts Potential/ In progress £3,000 Notice board ordered and arrangements are being made to install. Eastfield Harthill Future Play Park Improvements To improve play provision in the local community: Potential/ In progress £100,000 Contract awarded January 2026, target for completion Spring 2026. Alexander Peden PS Harthill Community access to play and greenspace opportunities. Project to install fencing and installing gate Potential/ In progress £15,000 Contractor in place to undertake works and getting the fence installed. Aim to be completed in early April 26. Stane Gardens, Additional benches Request for additional benches at Stane Gardens Includes notice board for Torbothie Wildflower Garden -Update CB -noticeboard is a separate entity and not associated with Stane Gardens. Potential/ In progress £4,250 Final costs of 4,250.00 for three benches on site. To be ordered from the supplier. Benches ordered waiting for delivery to the Council and then installation with another supplier. Page 38 of 282
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Ts housing Stane Corner Parking 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 Sign ordered and contractor to install are being sourced. Wishaw Project Name Project Details Status Budget Notes Community Partnership Initiatives Funding to support community partnership initiatives Under Development £10,000 None received yet Tinto Play Facility Creation of a Play Facility in Tinto/Greenhe ad area Under Development £75,000 CPO creating draft of proposal, CPO & Projects team undertook a site visit at the end of January 26. Overtown Welcome Signage and Heritage Feature Creation of a welcome wall Under Development £15,000 CPO and Projects team completed site visit and now starting designs, CPO creating proposal. Page 39 of 282
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Mavisbank St - Braedale Slide Replacement of units Under Development £35,000 Potential source of funding through Pride and Place. 3 - 4 pieces of equipment replaced and new grass matting. Cleland MUGA Installation of a Multi- Use Games Area Under Development £80,000 Project team to assess feasibility Mural Painting on Pavilion at King George V Park, Craigneuk Turn a building facade into a colourful mural Seeking approval £10,000 spilt between Motherwell and Wishaw (5k each) Project to go through LDP Grant, community group have gained permissions for design and for the removal of fencing at the front of the Mural. Extension of Wishawhill Pumptrack: Social track Project Environmental & Woodland improvements around Wishawhill Woods including further development of pump track/cycling facilities Seeking approval Third Party Contribution TBC + 150,000. funding from Sports Scotland Facilities Fund & 35,000 from Wishaw and Motherwell board area. £150,000.00 secured from Sports Scotland, along with LDP funding being £35,000 each from Wishaw board and Motherwell board. Design specifications have been produced. to go to Procurement in Spring 2026. Page 40 of 282
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Community Safety CCTV Additional CCTV in locality in conjunction with community safety partners Potential/ In progress £25,000 Newmains CCTV West Crindledyke to be linked back into control room early in 2026, CPO to chase up suppliers regarding any costs and clarification. CCTV for Newmains Some information has been supplied, and proposal is under development. CPO to liaise with CCTV regarding potential Camera installment on site. Newmains Community Council Village Welcome Sign Creation of welcome sign Potential/ In progress Second phase is final cost of £9,250 Project still progressing, design feature locomotive wheel currently under production by suppliers. Branchalwood Estate, Coltness Environmental improvements Potential/ In progress £16,000 Projects team to finalise list with manufacturer CPO & Proposers agreed on finalised list, supplier also in place, works to start production in 3 - 4 weeks Waverly Drive Play Area Replacement and upgrade of Waverley Drive Play Area Potential/ In progress £100,000 Main works to be completed on 30th Jan 26 with surfacing works completed by 9th Feb 26. Page 41 of 282
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Cleland Parking Lack of parking at Crossgates Ave, Crosshill Dr & Fraser St Potential/ In progress £20,000 Currently progressing with contractor, aim to get additional seven parking spaces. Cleland Sydney Devine Memorial Memorial Plaque for Sydney Devine. Potential/ In progress £5,000 Works to be completed and official opening on 12th March 26, involving Cleland Primary School and Sydney Devine’s fan club and family. Coltness Welcome Sign Welcome Sign Potential/ In progress £20,000 Projects team to progress with draft design then send to proposers for approval. Projects team currently drafting design to send to proposers. Newmains Community Council MUGA Clarification on project one survey findings is received Potential/ In progress £80,000 Project going to next round of Procurement in Spring - Summer of 2026 Page 42 of 282
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Overtown solar lighting on pathway Built in Solar Lighting on pathway Completed £4,455 Works completed on the 13th of Jan 26 Cambusnethan Memorial Park Play Area Replacement and upgrade of Play Area Completed £100,000 Works completed on mid-January 26. Page 43 of 282
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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 44 of 282
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Appendix 3 Your community asked, we delivered: LDP project case study: Play Area Communication Boards North Lanarkshire Council's Community Partnership Team are working towards the creation and installation of communications boards across forty play areas in North Lanarkshire. The Community Partnership Officers for Motherwell and Wishaw along with Project Development Officer have been consulting with University of Edinburgh, Dublin City Council and NHS Speech and Language Team to create pilot communication boards which have been installed in Lyman Drive play area in Wishaw and Roman Road play area in Motherwell. A survey was created to gather feedback from parents, and care givers of children who do not use verbal communication or have communication differences, or professionals working with children, to make sure we are getting the design right. The Community Partnership Officer's visited Innerleithan Family Learning Centre, St Aidan's Language Communication & Speech Centre, and Firpark Primary School to consult and gather invaluable and honest feedback from children and teachers. Communication boards being installed in the 40 play areas across North Lanarkshire will provide symbols that include play area equipment, who, what and feelings along with a British Sign Language symbols communication board. Page 45 of 282
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Consultation with children and teachers Page 46 of 282
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Pilot communication board at Roman Road, Motherwell Pilot communication board at Lyman Drive, Wishaw Page 47 of 282
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Final designs of communications boards Page 48 of 282
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Your community asked, we delivered. LDP project case study: Tommy Gemmell Commemorative Statue The focus for this Local Development Programme (LDP) case study highlights how the Community Partnership Team developed the project in partnership with the Tommy Gemmell Community Project, elected members and local residents. Background The proposed new statue will honour Celtic and Scotland football legend Tommy Gemmell, marking an important milestone for the Craigneuk community. Tommy, born and raised locally, is remembered as one of the Lisbon Lions and remains celebrated for scoring in two European Cup finals. The statue will stand as a lasting tribute to Tommy’s extraordinary contribution to football and his deep connection to the community that shaped him. The project has been led by the Tommy Gemmell Community Project, with support from the Community Partnership Team, who have worked closely with local volunteers, partners, and Tommy’s family to bring the long-awaited tribute to life. This involvement has helped guide community engagement, secure support, and ensure the statue is rooted in local pride and identity. Consultation The Community Partnership Team conducted a community survey to seek views of local people on the proposal including groundworks and creating a plinth for the statue to be placed. 551 people completed the survey with 99% agreeing that they would like to see the site developed for the Tommey Gemmell statue. Community feedback was very well received with many local people sharing fond memories of Tommy and how this proposal would have a hugely positive impact on the community of Craigneuk. Planning and Works The Community Partnership Team met with members of the Tommy Gemmell Community Project to collaborate on the vision and design of the site. Agreement of materials, layout, footprint and construction of plinth were sought to allow for important key milestones to be set. The ground was broken in November 2025 and over the next few months contactors created pathways leading from each side of the site directly to the statue, walls to provide details of Tommy’s achievements and plinth for the statue to rest on. The plinth was designed to recognise Tommy’s history at Ravenscraig Steelworks, the design of a cooling tower is a well-recognised historical landmark in the local community. The Tommy Gemmell Community Project continued to fundraise and promote their project in the local community. Central to the success of the project was the project management by the Community Partnership Team, meeting on a weekly basis with key stakeholders to ensure the project stayed on track and everyone was fully engaged. The statue was installed on 27 February 2026. Page 49 of 282
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Unveiling of Statue The Tommy Gemmell Statue was unveiled on 28 February 2026 with everyone from the local community invited to attend and enjoy a day of celebration along with famous faces from football and television, Tommy’s family and members of The Tommy Gemmell Community Project. The statue symbolizes hope, inspiration, and motivation, embodying the motto “more than a statue” and the message “if I can do it, so can you.” By fostering community pride and supporting diverse initiatives, the project aims to create a lasting legacy that uplifts and unites Craigneuk for generations. Location of statue – Site at Glencairn Avenue / Shieldmuir Street Plinth design Page 50 of 282
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Concept Design – Ariel view and view from Shieldmuir Street Page 51 of 282
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Marking out site Page 52 of 282
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Pathway and plinth foundation dig Page 53 of 282
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Asphalt sub-base layer and feature wall foundations Cooling tower plinth frame Page 54 of 282
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Delivery and installation of plinth and cooling tower Resin pathway works Page 55 of 282
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Delivery and Installation of statue Page 56 of 282
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Unveiling Event Page 57 of 282
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Appendix 4 Play area development list 2025/26. Table 1. Phase 1 of play area projects Community Board area Play Area Completion Date Northern Corridor Moodiesburn play area 19th December 2025 Northern Corridor Cardowan outdoor gym 18th November 2025 Northern Corridor Auchinloch outdoor gym 18th November 2025 Northern Corridor Bluebell Park outdoor teaching area 18th November 2025 Wishaw Cambusnethan play area 16th January 2026. Motherwell Jerviston play area 30th January 2026 Coatbridge Bargeddie play area 30th January 2026 Wishaw Waverley Drive play area 9th February 2026 Cumbernauld Eastfield play area 5th February 2026 Motherwell Fife Drive, Forgewood play area 16th February 2026 Coatbridge Greenend play area 30th January 2026 Airdrie Petersburn play area Completed w/c 23rd March 2026 Airdrie Caldercruix play area Completed w/c 23rd March Kilsyth Rennie Road play area Completed mid- April 2026 Page 60 of 282
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Table 2: Play projects under development for delivery in the Spring and Summer of 2026 Community Board area Play Area Bellshill Clay Crescent MUGA Bellshill King George V Park Bellshill Holytown play area Coatbridge Bargeddie MUGA Cumbernauld Allanfauld Road, Seafar Kilsyth and Villages Old Mill View MUGA Kilsyth and Villages Colzium Park Kilsyth and Villages Hillside Park Northern Corridor Moodiseburn Outdoor Gym Northern Corridor Village Park Glenboig Motherwell Newarthill and Glennmore Outdoor Gym Motherwell Muirhouse Outdoor Gym Shotts Eastfield play area Harthill Page 61 of 282
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Appendix 5 Completed LDP Projects 2025-26 Board Area Project Name Project description Budget All Board Areas Christmas Tree Project Installation of Christmas trees at community venues across North Lanarkshire £5,950 Airdrie Craigneuk Fencing Installation of a fence £750.00 Airdrie Caldercruix Heritage Project Installation of memorial benches and panels £42,944 Airdrie Whinhall Allotments The installation of new path, raised beds and associated ground works £40,000 Airdrie CCTV for Luing, Petersburn re fly tipping Installation of CCTV Cameras in the area £30,000 Airdrie CCTV for Petersburn New Play Area Installation of CCTV Cameras in the area £15,000 Airdrie Queens Crescent Chapelhall Installation of CCTV Cameras in the area £14,541 Airdrie Caldercruix Play Area Caldercruix Play Area Upgrade £150,000 Airdrie Petersburn Main Play Area Renewal Renew existent play area and concentrate all play provisions in one area £150,000 Bellshill Alder Bank Parking Viewpark Additional parking spaces £15,000 Page 62 of 282
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Bellshill McCracken Drive Parking Viewpark Additional parking spaces £15,000 Bellshill Belvidere Crescent Parking Bellshill Additional parking spaces £15,000 Bellshill Liberty Road, Parking Bellshill Additional parking spaces £30,000 Bellshill Bellshill Gateway- community Garden Bellshill Gateway- community Garden £25,000 Bellshill Main Street, Holytown Community Garden Community Garden £25,000 Bellshill CCTV for Holytown Installation of CCTV Cameras in the area £14,789 Bellshill Holytown War Memorial Garden - Bench Installation Installation of a bench on the war memorial £3,498 Coatbridge Greenend Play Area Full refurbishment and Extra play equipment £100,000 Coatbridge Bargeddie Play Area Upgrade Play Area Upgrade £100,000 Coatbridge Langloan Community Space 1st Phase pull bars Install equipment like goalposts and pull up bars in green space £5,000 Coatbridge Langloan Community Space 2nd Phase planters Seating and Planters £3,312 Page 63 of 282
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Coatbridge Greenend Community Garden Plants & volunteers £448 Coatbridge Cenotaph floral displays Large artificial hanging baskets at the cenotaph in West End Park £293 Coatbridge Shawhead Junction CCTV Installation of CCTV Cameras in the area £18,000 Cumbernauld Eastfield Play Area Creation of a new play area £100,000 Cumbernauld Melrose Road, Greenfaulds, Parking Parking Improvements - removing a bay and lining £10,833 Cumbernauld Carbrain Community Noticeboard Install Carbrain Community Noticeboard £7,772 Cumbernauld Cumbernauld House Park & Tarbolten Road Notice Board Replace the damaged notice board in Kildrum to share community info £3,886 Cumbernauld CCTV for Clouden/ Ellisland Installation of CCTV Camera in the area £10,000 Cumbernauld CCTV for Rowan Road CCTV Installation of CCTV Camera in the area £0.00 Cumbernauld Kildrum PS - Community Partnership Initiatives Kildrum PS Community Partnership Initiatives £ 5,000 Cumbernauld Handrails, Kildrum (2 Areas) Pathway Handrails for two areas £10,000 Page 64 of 282
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Cumbernauld Stoneylee Road CCTV 2 Installation of CCTV Camera in the area £2,000 Cumbernauld Various Notice Boards Across Abronhill Install Community Notice Boards £7,000 Cumbernauld CCTV for Condorrat Installation of CCTV Camera in the area £8,000 Kilsyth Bogside Play lighting Install path lighting along the main stretch £6,699 Kilsyth CCTV for Barlandfauld Street Installation of CCTV Cameras in the area £14,746 Motherwell Fife Drive, Forgewood Play Park Improvement / expansion Replace missing equipment and consider adding more to improve the park £80,000 Motherwell Jerviston Play Area Replacement Play area replacement £100,000 Motherwell Craigneuk – Take some Breathing Space Bench Install a breathing space bench and a plaque for help- seeking behaviours £500 Motherwell Tommy Gemmell Statue Installation of a statute of Tommy Gemmel £61,000 Motherwell Picnic benches for Woodilee playpark Build and maintain approx. 3 or 4 picnic benches £3,260 Motherwell Lighting on pathway and dog park, Newarthill Lighting on pathway and dog park at Newarthill £7,000 Page 65 of 282
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Motherwell Newarthill Tree Lighting Project Light up five trees next to the welcome to Newarthill entrance feature £25,000 Motherwell CCTV for Muirhouse Installation of CCTV Cameras in the area £11,673 Motherwell Craigneuk Christmas Trees To have a living xmas tree erected at the war memorial in Craigneuk £1,756 Northern Corridor Bluebell Park, Stepps Upgrade Create outdoor teaching area in Stepps - Bluebell Park - Northern Corridor £5,000 Northern Corridor Auchinloch Community Council Outdoor Gym Establish outdoor gym facility in Auchinloch £35,000 Northern Corridor Moodiesburn Play Area Create play area at top end of Moodiesburn £75,000 Northern Corridor Cardowan Community Meadow Outdoor Gym Establish outdoor gym facility in Cardowan. £35,000 Northern Corridor Noticeboard two for Moodiesburn Install an additional noticeboard £750. Northern Corridor Pivot Centre Moodiesburn Noticeboard Provide a noticeboard on site near the Pivot Centre, Moodiesburn £3,500 Northern Corridor Millerston Pathworks and Solar Lights project Provide new paths works and eco-friendly solar eye ground lighting £27,029 Northern Corridor Moor Park Pump Track, Muihead Solar Lights Provide eco-friendly solar eye ground lighting at the pathway in Moor Park £2,415 Page 66 of 282
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Northern Corridor Cardowan Solar Lights Project Provide eco-friendly solar eye ground lighting £2,714 Shotts Allanton Community Noticeboard Noticeboard to be installed at Allanton Road, Allanton Shotts £3,000 Shotts Stane Gardens, Additional Benches Install additional benches at Stane Gardens £4,250 Wishaw Cambusnethan Memorial Park Play Area - Replace/Upgrade Replacement and upgrade of Play Area £99,999 Wishaw Overtown solar lighting on pathway Built in Solar Lighting on pathway £4,455 Wishaw Cleland- Sydney Devine Memorial Memorial plaque in Sydney Devine’s home town. £5,000 Wishaw Waverly Drive Play Area - Replace & upgrade Replacement and upgrade of Waverley Drive Play Area £100,000 Page 67 of 282
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☐ Yes ☒ No Ref SL/MC Date 27/04/26 Community Boards and Partnership Communications Strategy From Stephen Llewellyn, Chief Officer (Housing and Communities) E-mail llewellyns@northland.gov.uk costellom@northlan.gov.uk Executive Summary This report provides an update on key progress linked to supporting the development of the Community Boards model including updates on Cycle 1, 2026 Community Board meetings that took place throughout February/March 2026. • progress with the delivery of the nine Local Outcome Improvement Plans (LOIPs) and the implementation of an associated Monitoring and Management Framework and Partnership delivery approach • Progress with the Community Board Development Programme • Work to commence development of a Partnership Communications Strategy • Continued development of a Partnership Communications Strategy • The planning, delivery and feedback from the Community Board Conference As previously agreed by committee, reports on the work of the nine Community Boards are provided to the committee relating to each committee cycle. Progress is also reported to the North Lanarkshire Community Planning Partnership Strategic Leadership Board to reflect the statutory nature of the Boards in Community Planning terms in providing local governance for the Local Outcome Improvement Plans. This report covers Cycle 1, 2026 Community Board meetings. The process and focus of reporting on the work of the Community Boards will continue to be reviewed and elements included within the Local Outcome Improvement Plan monitoring and management framework. Recommendations It is recommended that the Communities Committee: (1) Recognises work to continue to develop and improve the integrated approach to supporting the local Community Board model. The Plan for North Lanarkshire Priority Enhance participation, capacity, and empowerment across our communities Item 3 Page 69 of 282
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1. Background 1.1 Community Matters - A Framework for Working with Communities set out the Community Planning Partnership’s commitment to engaging with communities underpinned by a set of principles and approaches designed to deliver on key priorities associated with working with communities which included the creation of Community Boards. The framework was approved by the Policy & Strategy Committee at its meeting on 19 March 2020. 1.2 The Community Boards are integral to supporting community participation and providing a single coordinated approach to governance for local communities, reflecting statutory and regulatory requirements. The Boards continue to develop in a manner consistent with influencing and delivering the Plan for North Lanarkshire outcomes at local level. This is being driven through the Local Outcome Improvement Plans (LOIPs) for each of the nine areas, ensuring a partnership focus on supporting service design, delivery and community action reflecting both the ambitions within The Plan for North Lanarkshire and the priorities and circumstances of individual areas. The LOIPs are published on the North Lanarkshire Council website and were circulated to all Community Boards. 1.3 The monitoring and management framework for the delivery of the LOIPs is in place and operational along with supporting partnership delivery approach through the establishment of Local Partnership Teams. This is being used to inform reporting to Committee, the North Lanarkshire Partnership (NLP) Strategic Leadership Board and individual Community Boards. A separate LOIP update is provided to the Communities Committee and the NLP Strategic Leadership Board on 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 9 Community Boards annually. 1.4 Cycle 1, 2026 Board meetings have now taken place, and an example of an agenda is included in Appendix 1. Table 1 – Cycle 1, 2026 Community Board Meetings 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 17/02/2026 at 6:30pm Online via Microsoft Teams Northern Corridor 18/02/2026 at 7:00pm Chryston Parish Church Coatbridge 19/02/2026 at 6:30pm Coatbridge Community Centre Cumbernauld 24/02/2026 at 6:30pm Greenfaulds Community Centre Kilsyth & Villages 25/02/2026 at 6:30pm St. Patrick’s Primary School Wishaw 26/02/2026 at 6:30pm Coltness Community Centre Airdrie 04/03/2026 at 6:30pm Cairnlea Parish Church Bellshill 05/03/2026 at 6:30pm Orbiston Community Hub Motherwell 10/03/2025 at 6:30pm Kirk at the Cross Page 70 of 282
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2. Report Community Boards – Cycle 1, 2026 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. Approximately 230 people attended meetings which was an increase from the November/December cycle of meetings. There were a total of 75 community organisations, 130 community representatives and 35 individual local people in attendance at this cycle of meeting. 2.2 A broader range of community representation is generally in evidence at Community Board meetings with 13 new organisations attending this cycle of Board meetings which is an increase of 5 from the November/December cycle of meetings. 2.3 The categories of participants in Cycle 1, 2026 Community Boards are as set out in Table 2 below: Table 2 - Participants (Cycle 1, 2026) Participants at Community Boards Community Councils Tenants and Residents Associations Historical/Cultural Groups Community Forums Scottish Fire and Rescue Service Police Scotland Voluntary Action North Lanarkshire NHS Lanarkshire Elected Members Community Organisations Local people/residents Council Officers Participation in Meetings 2.4 Work is continuing by all Community Planning Partners to encourage wider representation at Community Board meetings. Meeting information is circulated across social media channels including NLC website and My_Town pages four weeks in advance of each meeting with additional promotion scheduled 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 engagement activity through LOIP subgroups and community networks to represent the views of the wider community as appropriate. Page 71 of 282
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2.5 There was an overall increase of people attending Community Boards this cycle, an increase of individual Local people in attendance, in the number of Community Groups, and the number of Community representatives in comparison to the previous cycle in November/December 2025. 19 Community Council’s and Tenants and Residents Associations attended this cycle of Board meeting which is also an increase since the previous cycle of meetings. Agenda Items 2.6 During this cycle, 7 out of 9 Community Boards had agenda items put forward by community groups and organisations in advance of Board meetings. Examples of Agenda items put forward included Section 69 and 75 contributions, Northern Corridor Vision, Dewar Road and CACE Funding at the Northern Corridor; Flood Prevention and CACE funding at Kilsyth and Villages; Town Centre Development, UK Town of Culture 2028 application and CACE Funding at Cumbernauld, Off-road Bikes and St Kevin’s Community Hub Update at Coatbridge; Young Leader’s Group update at Shotts; Parking and speeding issues in Pather, South Calder Walkway and Roadworks at Wishaw, John Smith Pool update and Off-road bikes at Airdrie Community Board. In addition to the agenda items above, local community groups provided updates at some Boards including Carbrain Community Events, St Margaret’s of Scotland Parent Council and CACE Funding provided updates at Cumbernauld Board, CACE provided an update at Kilsyth and Villages Community Board, Moodiesburn Community Action Group and CACE provided updates at Northern Corridor Board; Coatbridge Federation, CAB; and Soap and Glory project provided updates at Coatbridge Board; a Member of the Scottish Youth Parliament (MSYP) provided an update on the Young Leaders Group at Shotts Board; Moorlands FC and Bellshill Judo Club provided updates at Bellshill Board; Airdrie Citizen’s Advice Bureau (CAB) and Chapelhall Development Group provided updates at Airdrie Board and Wishaw Men’s shed, Forgewood Boxing Club and Newarthill Solar Farm Action Group provided updates at Motherwell Board. An example copy of an agenda can be found in Appendix 1. 2.7 Council Officers were also asked to attend or provide updates to Board meetings in response to agenda items and issues raised by community representatives. Council and Community Planning Partnership Partners will continue to be invited to attend in relation to specific agenda items raised. External organisations are also invited to attend Board meetings in response to agenda items raised by communities as required. In this cycle, the Project Development Manager attended the Cumbernauld Community Board to provide an update on Town Centre Development which is included as a standing item on the agenda; a Kilsyth flood prevention update was requested from Team Leader Water Management by Kilsyth Community Board; the Forward Planning and Specification Manager provided an update on St. Kevin’s Community Hub at Coatbridge Community Board and the Active and Creative Communities Manager provided an update on progress in relation to John Smith Pool and grant secured to deliver the Re-discovering Airdrie Project at Airdrie Community Board. Opportunities to Provide Updates and Share Views 2.8 As previously reported, all nine Community Boards endorsed Local Outcome Improvement Plans (LOIPs) which have been published and can be accessed via this link. Community Board agendas are now organised around LOIP priorities and updates Page 72 of 282
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from communities and partner agencies are linked to priorities where possible to ensure clear focus on progress towards achieving actions to address the key priorities that were identified by local communities. Local people can also raise ad hoc issues or share local information through the Community Matters section of the agenda. 2.9 Positive progress continues to be made with subgroups meeting to progress agreed actions to address local priorities where this is the most appropriate mechanism. Work is ongoing and meetings are taking place/scheduled with local community groups and organisations to further develop subgroups. 2.10 As previously reported, feedback from the Community Board Conference that took place in Cairnlea Church, Airdrie in May 2025, was collated and a meeting took place with Community Board Chairs in September to review areas for consideration that were identified through from feedback provided by participants. Feedback has been shared with Community Boards and NLP partners. Areas for consideration were discussed at Local planning Teams meetings and NLP partners were asked to consider the feedback and look at ways they could respond to the issues identified. Feedback from partners is being collated currently and further update will be provided in due course. Special Board Meetings 2.11 There were no Special Board Meetings requested at this round of Board Meetings. Community Board Local Development Programme (LDP) Projects 2.12 As previously reported, community organisations requested a positional statement regarding outstanding Local Development Programme projects. The LDP report, continues to be split by Community Board area, and detailing the status of projects, was circulated in advance of Cycle 1, 2026 Board Meetings. The project proposal form identified in previous reports to committee, continues to be utilised to record LDP project ideas and suggestions put forward from local communities. LDP continues to be a set item on the agenda at all Community Board meetings and is subject to a separate report to this committee. Involving Communities 2.13 This cycle 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. Representatives from Cumbernauld Action for Care of the Elderly (CACE), Kilsyth Old People’s Welfare and Hope for Autism, attended this cycle of Community Board meetings. As previously reported in the separate Youth Engagement and Consultation report to Committee, more than 2,500 young people took 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 (MUGA’s and environmental projects LDP projects. Work is ongoing with youth groups to encourage them to provide a presentation/ update to Community Boards. Although only one MSYP attended the Shotts Community Board Meeting this cycle, a range of engagement and consultation opportunities have Page 73 of 282
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taken place with young people since the November/December cycle of Board Meetings. A range of young people participated in Design a Sign Competitions over the reporting period. In Moodiesburn, approximately 160 children from St Michael’s and Glenmanor Primary Schools participated in a design the sign competition for the new Playpark at St Michael’s Primary School. Two winning entries were drawn with the name chosen from Glenmanor Primary School and the winning design from St Michael’s Primary school. In Cumbernauld, approximately 80 children from Holy Cross Primary and Eastfield Primary Schools participated in a design the sign competition for the new Eastfield Playpark with a winner selected from each Primary School. In Motherwell, children from Forgewood Family Learning Centre participated in a design a sign competition for the upgraded playpark at Fife Drive in Forgewood. Approximately 70 children from Our Lady and St Francis Primary School and Muir Street Primary School participated in a design a sign competition with the winning design chosen from Our Lady and St Francis Primary and the winning name from Muir Street Primary School. Engagement also took place with children from Berryhill Primary School in Craigneuk around an LDP proposal to create a Mural on the pavilion in King George V Park in Craigneuk. Children provided their views on images and visualisations and provided suggestions on other artwork and wording they would like to see included in the design. The Community partnership Team also supported Carbrain Community Events to apply for Microgrant funding to organise events in Carbrain during the school half term. Five youth volunteers worked alongside Carbrain Community Events to provide these events. The youth volunteers also helped Carbrain Community Events to develop and deliver a themed 1950’s disco that brought together 50 residents of all ages to celebrate Cumbernauld’s 70th Anniversary. Two young people from St Aidan’s High School who starred in the St Aidan’s TikTok videos to promote young people’s involvement in Community Boards attended the Communities Committee in February 2026 to share their experiences of being involved. Eight young people from St Aidan’s took part in youth engagement event at St Aidan’s High School on 6th February 2026. A series of workshops took place with 15 S3 National 5 Drama students in Calderhead High school between November 2025 and January 2026 to plan ideas, storyboarding and script to develop TikTok’s to promote young people’s involvement in Community Boards. This continues to demonstrate a strong commitment to involving young people in shaping their community and addressing issues that matter to them. Moving Forward 2.14 Community Board Chairs At this cycle of meetings, 8 out of 9 Community Boards were chaired by Community representatives. The Motherwell Board Meeting was chaired by Chief Officer, Place and Community Coordinator due to the Chair being unable to attend. Page 74 of 282
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Community Board Development Programme 2.15 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 are well underway with only one Chair remaining to be filmed which is scheduled to take place on 30th March 2026. The TOD Team is working to edit the recordings and building them into the storyline platform. 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 with photographs and a small bio of each. It is anticipated the induction area will be completed early 2026. 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 on 26th February 2026 The Role of Chief Officers as Community Coordinators 2.16 As previously reported, Community Coordinators are in place and attending their designated Community Board Meetings. Community Coordinator updates continue to be included as a standing item on all Community Board agendas as well as participation in discussion relating to a range of local matters. Community Coordinators meet with key senior partners between Board cycles to discuss common matters, any leadership action required, and to collectively consider input to future meetings. Future Board Meetings 2.17 The next cycle of Community Board meetings will be held in May/June 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, 8 Board meetings took place in person within Community Facilities and 1 took place online via Microsoft Teams. Cycle 2, 2026 meeting dates are set out in Table 3 below. Table 3 – Community Board Meeting Dates (Cycle 2, 2026) Community Board Day Date Shotts Tuesday 19/05/2026 Northern Corridor Wednesday 20/05/2026 Coatbridge Thursday 21/05/2026 Cumbernauld Tuesday 26/05/2026 Kilsyth & Villages Wednesday 27/05/2026 Wishaw Thursday 28/05/2026 Airdrie Wednesday 03/06/2026 Bellshill Thursday 04/06/2026 Motherwell Tuesday 08/09/2026 Page 75 of 282
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Local Outcome Improvement Plans – Partnership Delivery, Monitoring, and Management Framework 2.18 As previously reported, the online LOIP monitoring, and evaluation framework is in place. This management tool is being used by community planning partners to ensure that progress towards addressing key priorities that were agreed with local communities is monitored, recorded, and reported. 3. Measures of success 3.1 Delivery of LOIP outcomes and increased levels of engagement with local communities and partners, resulting in generally positive impacts on communities across a variety of priorities and key issues identified through effective locality planning and the implementation of the Community Boards, particularly in areas where further consultation has been required. 4. Supporting documentation 4.1 Appendix 1 Example of Cycle 1, 2026 Community Board Agenda. Stephen Llewellyn Chief Officer (Housing and Communities) Page 76 of 282
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Page 77 of 282
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Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 78 of 282
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Appendix 1 Community Board Agenda (Cycle 1, 2026) AGENDA (example) 1. Welcome and Introduction: • Community Partnership Team 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. Local engagement/investment • Local engagement/consultation o Off-road bike consultation update o Heritage skills • Funding opportunities 7. Standing agenda items • Community Coordinator update • Local Development Programme (LDP) update 8. AOCB 9. Date and time of next meeting. (May/June 2026) Page 79 of 282
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☐ Yes ☒ No Ref SL/MC Date 27/04/26 Community Resilience Support Update From Stephen Llewellyn, Chief Officer (Housing & Communities) E-mail LlewellynS@northlan.gov.uk costellom@northlan.gov.uk Executive Summary Effective resilience arrangements have been in place for some time in North Lanarkshire to support communities in the event of poor winter weather conditions or a national grid failure. The purpose of this report is to advise committee of progress made on current community resilience support and how it contributes to community safety across the 9 Community Boards. Recommendations It is recommended that the Communities Committee: (1) Acknowledge the progress made to date in relation to enhancing Community Resilience planning across our local communities. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Programme of Work Resilient People Item 4 Page 81 of 282
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1. Background 1.1 The creation of the 9 Community Board areas in August 2020 provided an opportunity to deliver more targeted support to communities across North Lanarkshire during periods of severe winter weather. As part of this approach, a number of community organisations were contacted with regards to hosting a resilience pack containing essential items designed to support local communities during poor or extreme winter conditions. 1.2 These resilience packs contain emergency equipment to help during adverse weather conditions and have been made available to local community groups across North Lanarkshire. For example, the holdall packs include shovels, gloves, hi viz vests, torches, foil blankets and a first aid kit. 1.3 The resilience packs are available for organisations with accessible premises to use whenever required during wintery or adverse weather conditions and are funded through North Lanarkshire Council. 1.4 Initially, 30 organisations agreed to host a resilience pack, including Greengairs Community Council, Northern Corridor Community Volunteers, Getting Better Together Shotts, and Cornerstone House, Cumbernauld. The packs contain emergency equipment such as shovels, gloves, high-visibility vests, torches, foil blankets and a first aid kit, providing practical support to local groups across North Lanarkshire. 1.5 Additional planning sessions were undertaken in 2022 to identify the further assistance required by organisations hosting resilience packs. These discussions highlighted the need for additional items, including wind-up torches, wind-up radios and two-way radios. 1.6 In early 2023, Council Officers met with representatives from RAYNET (Radio Amateurs Emergency Network) to identify appropriate two-way radio equipment that would best support pack holders with local communications in the event of a national power grid failure. RAYNET is a voluntary organisation with 70 years’ experience of providing communication support across the UK and to other Scottish local authorities. As a result of this engagement, 110 radio sets, along with additional batteries and earpieces, have been purchased by the Council and distributed to local community organisations. On our current planning, RAYNET described the Council’s approach as sector leading. 1.7 Training on the use of the radio sets has been provided, and all pack and radio users complete a Usage Agreement. This agreement includes commitments to store equipment securely and maintain it in good condition. An Annual Review sheet supports ongoing monitoring by identifying usage levels and when equipment or materials require replenishment. Community resilience pack organisations are reviewed on an ongoing basis to ensure that they can continue to host packs. Should organisations no longer be able to do this, the Community Partnership Team identify other groups within the geographical area who may be interested, thus ensuring continuity of support. 1.8 An interactive map created in 2024 is available on the Council’s Community Resilience Packs webpage and provides details of community organisations across North Lanarkshire that currently host resilience packs. Community resilience packs | North Lanarkshire Council (right click then Open Hyperlink) Page 82 of 282
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2. Report Development of Resilience Packs 2.1 We listened to local community groups who, in conjunction with the Community Partnership Team and Resilience Team colleagues, developed a pack that would go some way to providing support in local communities that was accessible and sustainable. Local groups were contacted and asked if they wished to be part of the initiative and play a role in building community resilience and improving community safety. Usage of Resilience Packs 2.2 The packs are held in locally accessible buildings or sites across the Council’s 9 Community Board areas, and the equipment can be provided to local groups who want to help, for example, to clear areas of snow or ice on paths or pavements. Feedback from Glenboig Development Trust highlights how equipment has been used each winter since they received a pack to clear snow and ice from path areas in and around their premises at Glenboig Life Centre. This ensures ongoing access to their services and activities for vulnerable residents. The packs have proven crucial, especially in outlying and difficult to reach areas. During 2025, for example, in addition to hosting a pack in their Healthy Living premises in Kirk Road, Getting Better Together, Shotts requested a second pack to support the local community which is now hosted at their Springhill Hall site. 2.3 As of March 2026, the number of resilience packs in place across North Lanarkshire communities has increased to 55, demonstrating continued growth of the initiative and recognition by communities of the importance of being prepared to respond to severe weather events or potential national grid failures. The Council has strengthened relationships with host organisations and worked collaboratively to build local capacity, ensuring communities have resources and are better prepared to respond. 2.4 The community organisations now hosting resilience packs, ensures wider geographical coverage across the local authority area. In addition to town centre locations, rural village locations such as Cardowan, Gartcosh, Salsburgh, Caldercruix, Croy, Queenzieburn and Banton are included in resilience activity. The packs are being utilised to best suit the needs of the local community, for example, Auchinloch Community Council has split their pack into two smaller packs to provide coverage at both ends of Auchinloch village. Community Engagement 2.5 The Community Partnership Team continue to work closely with local support organisations to ensure that equipment remains available, effective, and replenished when required. 2.6 The Community Partnership Team utilise the resilience map to identify potential gaps across geographical areas and engage with local organisations to find out if they are interested and willing to host a resilience pack within their local community. 2.7 In 2025, a TikTok video publicising the initiative was also created by the Council was prepared with the Support of Glenboig Development Trust and is used to publicise Resilience Packs and encourage new organisations to come forward to request a pack Page 83 of 282
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for their local community. Emergency Resilience Packs for Community Groups | TikTok (right click then Open Hyperlink) Public Value 2.8 In 2026, a report by Cumbria Council for Voluntary Service, supported by the Department for Environment, Food & Rural Affairs and the Environmental Agency’s Cumbria Innovative Flood Resilience project, highlighted the significant public value generated by societal resilience activity. The 18month study included extensive consultation and produced a Social Return on Investment (SROI) Analysis indicating that every £1 invested in societal resilience to disruption in the UK generates £35.12 of public value. Click on the PDF below to access report: assessing-the-public-value-of-societal-resilience-to-disruption-report.pdf The report further stated that investing £5,000 in community resilience groups can generate £176,000 of public value. Applying the same principles to the Council’s investment of £81,469 in the resilience packs initiative suggests a potential public value of £2,867,709. In addition, the report noted that investing £50,000 in Council staff time to support societal resilience could save Government £917,000 and save society £1.75 million if a disruption occurs within five years. These savings result from reduced economic impacts, fewer injuries, and lower psycho-social losses. Making Our Communities Safer 2.9 Resilience packs continue to enhance community safety across North Lanarkshire by supporting local organisations and volunteers to take proactive action in severe weather or disruption. Their use has contributed to safer pavements and paths, helping residents, particularly vulnerable individuals, maintain access to essential services and daily activities which reduces the risk of isolation and strengthens overall community wellbeing. For further information please contact the Community Partnership Team at communitymatters@northlan.gov.uk 3. Measures of success 3.1 The continued delivery of actions to strengthen community resilience across North Lanarkshire in the event of poor weather conditions and to support recovery from a future national power grid failure. 4. Supporting documentation 4.1 Appendix 1 Photograph of two Community Resilience Pack holders 4.2 Appendix 2 List of current resilience pack holders Stephen Llewellyn Chief Officer (Housing and Communities) Page 84 of 282
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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 equality impact assessment for the Annual Review of the Community Safety Strategy 2025/2030 has identified a positive impact associated with all protected characteristics given the broad scope of the strategy and corresponding actions If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ Page 85 of 282
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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? Two-way radios have been issued to 54 community organisations across NLC to improve technology. Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ A TikTok video was developed and used to promote Community Resilience Packs across NLC. This was circulated across NLC social media channels. If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 86 of 282
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Appendix 1 Representatives from Resilience Pack holder groups Glenboig Development Trust and Getting Better Together with Councillor Geraldine Woods, Communities Convenor and Community Partnership Team staff who manage the project. Teresa Aitken, Glenboig Development Trust: ‘We have regularly handed out resilience equipment to local people during poor winter weather. They have told us it has helped them to help keep communities connected to local services and activities’ Catherine Carson, Getting Better Together, Shotts: ‘We live in a rural area and the pack equipment has been a great benefit – that’s why we requested another pack to cover more of the Shotts area.’ Page 87 of 282
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Appendix 2 Current list of Resilience Pack holders Area Organisation Airdrie (Central) Cairnlea Church Airdrie (Glenmavis) New Monkland Parish Church Airdrie (Greengairs) Greengairs Community Council Airdrie (Plains) St Philips School Airdrie (Longriggend) Longriggend Village Association Airdrie (Chapelhall) Chapelhall Community Development Group Airdrie (Caldercruix) Caldercruix Community Council Airdrie (Whinhall) Whinhall Allotments Airdrie (Craigneuk) Craigneuk & Old Petersburn Road Tenants & Residents Association Bellshill (North Road area) Bellshill Athletic Bellshill (Mossend) Central Mosque Lanarkshire Page 88 of 282
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Area Organisation Bellshill (Orbiston) Orbiston Neighbourhood Centre Bellshill (Central) Bellshill Salvation Army Bellshill (Burnhead) Burnhead Parish Church Bellshill (Holytown) Holytown Environmental group Coatbridge (Kirkshaws) Kirkshaws Neighbourhood Centre Coatbridge (Bargeddie) Lanarkshire Community Food & Health Partnership Coatbridge (Langloan) St Augustine’s Outreach Coatbridge (Coatdyke) Cliftonville and Coatdyke Community Group Coatbridge (Carnbroe) Carnbroe Community Action for Residents Cumbernauld (Wardpark Industrial Estate) Cumbernauld Action for Care of the Elderly (CACE) Cumbernauld (Carbrain) Cumbernauld Free Church of Scotland Page 89 of 282
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Area Organisation Cumbernauld (Kildrum) Cumbernauld YMCA/YWCA Cumbernauld (Central) Cornerstone Community Hub Cumbernauld (Seafar) Cumbernauld Poverty Action Cumbernauld (Cumbernauld Village) Cumbernauld Village Community Council Cumbernauld (Abronhill) Abronhill Parish Church Kilsyth (Central) Storehouse Church Kilsyth (Queenzieburn) Queenzieburn Community Centre Kilsyth (Croy) Croy Community Hub Kilsyth (Central) St. Patrick’s Church Kilsyth (Banton & Kelvinhead) Banton Community Centre Motherwell (Forgewood) Forgewood Housing Cooperative Page 90 of 282
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Area Organisation Motherwell (Craigneuk) Craigneuk Lifelong Learning Association Motherwell (Central) Kirk at the Cross Church (previously Dalziel St Andrew’s Parish Church) Motherwell (Craigneuk + Wishawhill) Glencassels Community Development Project. Motherwell (Muirhouse) Lodge Tower Tenants Association Motherwell (North Motherwell) North Motherwell Parish Church Motherwell (Jerviston) African Collaborative Group Motherwell (Craigneuk + Shieldmuir) Veterans Community Lanarkshire Motherwell (Newarthill) Newarthill & Carfin Parish Church Northern Corridor (Auchinloch) Auchinloch Community Council Northern Corridor (Glenboig) Glenboig Development Trust Northern Corridor (Muirhead) Northern Corridor Community Volunteers Page 91 of 282
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Area Organisation Northern Corridor (Cardowan) Cardowan Community Meadow Northern Corridor (Gartcosh) Gartcosh Tens. & Res. Assoc. Northern Corridor (Moodiesburn) Moodiesburn Community Action Shotts (local villages) Paul’s Parcels Shotts (Allanton) Allanton Miners Welfare Social Club Shotts (central) Getting Better Together Ltd Shotts (central) Getting Better Together Ltd Shotts (Salsburgh) Salsburgh Community Council Wishaw (Cambusnethan) MADE4U IN ML2 Wishaw (Gowkthrapple) CentrePoint Community Hub Wishaw (Newmains) Newmains Community Trust (NCT Centre) Page 92 of 282
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref LR/HL Date 27/04/26 Cumbernauld Theatre Trust – Service Level Agreement and Funding Agreement 2026/27 From Lyall Rennie, Chief Officer (Community Operations) E-mail liddleh@northlan.gov.uk Executive Summary This report provides an update on the recently agreed Service Level Agreement with Cumbernauld Theatre Trust (CTT), seeks approval of the proposed funding agreement for the period 2026-27 and provides an update on operation of the Lanternhouse Venue over the last year. Recommendations It is recommended that the Communities Committee: (1) Acknowledges 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 2026-27. (3) Otherwise, note the contents of the report. 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 Item 5 Page 93 of 282
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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. The venue provides access to the community, an asset to schools, community groups and colleges and also works to improve employability opportunities in North Lanarkshire. 2. Report 2.1 In line with the council’s ongoing support of CTT and our shared partnership within the Lanternhouse, a grant of £100,300 is proposed for 2026-27. This commitment supports the work of CTT and in addition, underpins the council’s commitment to improving the health and wellbeing of our 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 work in partnership with the organisation to maximise the success of this important community venture. 2.2 In support of the proposed grant, North Lanarkshire Council has put in place a Service Level Agreement, attached at Appendix One, which 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 terms of the agreement set out a number of targets to support community participation and engagement through the use of: • drama productions • drama productions aimed at children & young people • youth theatre provision • music • comedy • spoken word • dance • Christmas production • Cinema 2.3 North Lanarkshire Council has a strong partnership with CTT, with the council responsible for the management of community hires and the overall operation of the building. 2.4 Members will be aware from previous reports that CTT underwent significant operational turmoil during 2025-26 due the decision of Creative Scotland in January 2025 to cease the provision of multi-year funding of the organisation. This decision led to the loss of approximately £266,000 per annum and put the future of the organisation at risk. Following both a public campaign and strategy to work with a range of stakeholders, they ultimately received a grant of £150,000 from the Scottish Government and were successful in a bid to Creative Scotland for a further £100,000. The public campaign led to an increase in donations from the customer group. As a result, CTT are in a more comfortable position for 2026/27 and are focusing on undertaking some changes to their business operating model to further enhance efficiency and sustainability. Page 94 of 282
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2.5 Despite these challenges, CTT have experienced a positive year of engagement. Supporting visitor theatre companies across Scotland has generated good levels of income and highlighted the importance of the venue to the overall Creative Scotland agenda. 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. 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. The venue provides access to the community, provide an asset to schools, community groups and colleges and also improve employability opportunities in North Lanarkshire. 4. Supporting documentation 4.1 Appendix 1 Funding agreement between North Lanarkshire Council and Cumbernauld Theatre Trust Limited. Lyall Rennie Chief Officer (Community Operations) Page 95 of 282
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Discussions with Financial Solutions have confirmed funding is in place to support this recommendation. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ Page 96 of 282
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If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 97 of 282
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Appendix 1 FUNDING AGREEMENT between NORTH LANARKSHIRE COUNCIL and CUMBERNAULD THEATRE TRUST LIMITED 2026-27 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 2027. 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 • Comedy Page 98 of 282
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• Spoken Word • Community productions and events relevant to CTT’s Engagement Programme 1.5 Number of days open to the public: 363 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. 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 2010). The Organisation’s Equality Policy must include (but not be limited to) 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 A copy of the organisation’s Equality and Diversity Policy must be made available to 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. 1.1.3 Should any matter of concern arise, this should be addressed by adherence to the approach outlined in Section F. OTHER UNDERTAKINGS 1.1.4 The organisation undertakes to: Page 99 of 282
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• maintain a high standard of managerial practice throughout the organisation; • promote community involvement in board membership; • 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 attain 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 100 of 282
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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 2026. 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 2026/27 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 2026 (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 2026/27 • 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 Page 101 of 282
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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: - 1 April – 30 June 1 July - 30 September 1 October- 31 December 1 January - 31 March 3.7 The organisation must send to the Council’s nominated officer: - • annual audited accounts within six months of the year end with a copy of the auditor’s “Management Letter”. • 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 inspect the organisation’s books of accounts and administrative records. RESERVES 3.9 Accumulation of provisions and reserves is encouraged so long as these aim to support activities that come within the scope of the Council’s funding agreement. The Council’s 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 responsible for the organisation’s activities, debts or obligations. Copies of all of the organisation’s publicity material must be shared with the Active and Creative Communities nominated officer on a regular basis. Page 102 of 282
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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 will include an agreed position on the organisation’s capacity to provide technical 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 Council’s sole discretion. 3.13 The Council shall have the right to undertake a formal review of the organisation’s 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. The council recognises that there can be exceptions to this position in some legitimate circumstances. Page 103 of 282
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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 The Council’s nominated officer (or his/her representative) is entitled to attend these meetings as well as meetings of any sub-committee. One copy of all notices, agendas, papers, and minutes should be submitted to the Council’s nominated officer in advance 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. Page 104 of 282
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3.34 North Lanarkshire Council will use all reasonable endeavours to provide advice to the organisation’s senior staff when requested, as far as resources permit. 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 cannot be resolved via discussion between the Council’s and the Organisation’s 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 105 of 282
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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 Interim 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 106 of 282
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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: 16 March 2026 Cumbernauld Theatre Trust Name: Patricia Stead Designation: Interim Chief Executive Signature: Date: 16 March 2026 Page 107 of 282
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Schedule 1 - Commitment and Outcomes Cumbernauld Theatre Trust’s Vision is to be a thriving, cultural hub at the heart of Cumbernauld, celebrating and supporting our ever-changing local communities, delivering high quality, accessible cultural activities and making a positive influence on the future of the arts across North Lanarkshire and Scotland. From 2025 – 2030 we will Aim to: 1. Build a reputation as the flagship for high quality, professional performing arts and cinema in Cumbernauld 2. Be alive with people engaging in the arts as audiences and participants and a hub for nurturing creative talent in Scotland 3. Be a champion of creativity that responds and relates to the increased diversity of our local communities 4. 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 5. Be a repeat place to work, perform and visit. During 2026/27 Cumbernauld Theatre Trust will: • Artistic programme: Deliver a programme of cultural events to include professional performances, participatory opportunities, workshops, and sector development at the Lanternhouse to include: o 12 theatre productions o 2 dance productions o 40 music concerts o 8 comedy performances o 1 talks/spoken word/lectures o 90 individual films presented in the cinema o 2 community drama productions • Participation o 4 youth theatre groups working across 3 terms August to June o 1 adult drama/ performance group meeting across 3 terms o 2 adult dance groups meeting weekly across 3 terms o 1 youth dance group meeting weekly across three terms o A programme of workshop delivering A Town For Tomorrow Today – CTT's 70th Anniversary of Cumbernauld celebration Page 108 of 282
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• Audience development: We will prioritise retaining and growing our existing audiences whilst developing new audiences with the following key audience development targeted areas: o Existing culturally aware o Older people o Families and children (in particular from our three neighbouring areas of Abronhill, Kildrum and Carbrain o Schools – primary and secondary o Culturally diverse communities • We will support 2 theatre/dance companies with 1 week each of funded rehearsal space per year • We will commission 1 large scale community production to be professionally directed for the main auditorium in 2026/27. We will secure external funding for this project up to £120k • We will achieve a fundraising target of £35k • Deliver a staff survey with a target of 90% of all staff rating the organisation as a satisfactory or very satisfactory place to work • Deliver a customer survey with 90% of all respondents rating their experience as a 4 or 5 Page 109 of 282
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref SL/LP/GS Date 28/04/26 Improving and Modernising Community Focused Grants Programmes From Stephen Llewelyn, Chief Officer (Housing and Communities) E-mail LlewellynS@northlan.gov.uk Executive Summary The operating environment for community organisations continues to evolve. Organisations increasingly deliver complex services and projects and often support individuals experiencing multiple forms of disadvantage. Continued improvement and modernisation of our community funding programmes is vital to ensuring that our support to the Community and Voluntary Sector remains accessible while strengthening governance, improving efficiency and building the capacity of organisations to deliver valuable, sustainable and much needed outcome focused activities / projects and services across North Lanarkshire communities. This report provides members with an update on improvement actions previously identified in relation to the Grant Award Programme (GAP) and presents additional proposals aimed at modernising community grants funding arrangements. Key proposals include strengthened pre‑application support, a Participation and Inclusion Premium to recognise the additional costs of inclusive practice, proportionate financial assurance checks, clearer expectations regarding health and wellbeing interventions, and a revised programme timetable aligned to the Council’s financial year. A future quality threshold (“hard stop”) is also proposed for further development and potential introduction from Financial Year 2027/28. Collectively these improvements are intended to ensure the programme continues to deliver strong community impact while demonstrating best value and robust governance in the use of public funds. All grant programmes administered by the Council operate within a framework aligned to the Community Empowerment (Scotland) Act 2015, the Plan for North Lanarkshire and the 9 Local Outcome Improvement Plans. Item 6 Page 111 of 282
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1. Background 1.1 The Council operates several community grant programmes that support community and voluntary (CVS) organisations with funding to deliver projects aligned with our community priorities as well as the outcomes identified in The Plan for North Lanarkshire. 1.2 At present three programmes are operational: - Grant Awards Programme (GAP), Community Grants and Campsies Grant Award Programme. 1.3 The Grant Award Programme (GAP) allows CVS organisations to apply for annual funding up to £10,000 towards the delivery of community-led activities and projects (along with small contributions to core cost relating to property/facilities costs and staffing/volunteering costs). 1.4 Community Grants provides small amounts of funding, in a short timescale, to promote projects or activities that bring community benefit. Awards offered via Community Grants are at the discretion of Elected Members. Both funding streams cover all areas of North Lanarkshire. 1.5 The Campsies Grant Award Programme is only available to CVS organisations operating in Cumbernauld wards, and is a legacy funding programme delivered from Recommendations It is recommended that the Communities Committee: (1) Acknowledges progress made in implementing the previously identified improvements for the Grant Awards Programme (2) Consider the additional modernisation proposals outlined within this report and approve any continued research and development, testing and implementation (3) Agree for further updates to be brought to the Communities Committee in relation to equality related improvements and adjustments. (4) Approve for the Community Partnership Team to start preparatory work to engage with all councillors regarding future modernisation of the Community Grants funding stream. (5) Approve the closure of funding support for Playscheme Transport from 2027/28 Financial year with the associated budget transferred into the core Grant Award Programme (GAP) budget. (6) Approve for the Community Partnership Team to further investigate and explore the synergies with the Community Solutions model delivered through the North Lanarkshire Integration Joint Board 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 Page 112 of 282
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recurring income generated through the former assets belonging to the now defunct Campsies Centre (Cumbernauld) Ltd, transferred to the council in 2021. 1.6 In recent years the GAP funding stream has undergone a review aimed at improving transparency, strengthening governance arrangements and ensuring available funding achieves maximum community benefit. 1.7 At the February 2026 Communities Committee meeting, it was agreed that a report would be presented at a later Committee to provide an update on the improvement work that has been implemented as part of the 2024 review of the GAP. Along with details of additional areas being considered for modernisation and development for the GAP and the other community focused funding operated by the Community Partnership Team. 1.8 This report therefore outlines progress made on previously agreed improvement actions and presents information about the additional improvement themes for committee consideration 2. Report Progress on Previously Identified Improvements 2.1 Community Board Participation in Scoring Panels: Progress has been made in strengthening the role of Community Boards within the Grant Awards Programme, although full implementation of the model set out in the 2024 review has not yet been achieved. Capacity, timing, and consistency considerations have limited the ability to embed Community Board representatives directly within formal scoring panels at this stage. Notwithstanding this, mitigating actions have been introduced to ensure continued community influence and oversight. Interested Community Board members and representatives have been provided with structured opportunities to engage in wider elements of the programme, including participation in observation of assessment processes and involvement in process quality assurance checks. This has supported transparency, strengthened local accountability, and allowed community representatives to contribute to the ongoing refinement of the programme. This phased approach is considered proportionate and pragmatic, allowing learning to be captured while maintaining the integrity and timeliness of the assessment process. Further work will be undertaken to explore options for fuller integration of Community Board participation in future rounds, subject to operational feasibility and strategic direction. 2.2 Development of a Digital Grant Application Platform: The current process relies heavily on email submission and manual processing. Moving to a digital platform will enable structured applications, automated checks and improved reporting. Page 113 of 282
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Significant progress has been achieved in the development of a new digital grant application platform, representing a key step towards modernising the administration of community funding. As part of a managed implementation approach, a pilot exercise was undertaken during the most recent funding round for the Grant Awards Programme. Organisations based in, Kilsyth, Northern Corridor and Shotts, were invited to submit applications using the new system. Along with organisations covering more than one community board area. This testing phase provided valuable insight into user experience, system functionality, and support requirements. Initial findings indicate that the platform offers strong potential to enhance accessibility, streamline application processing, and improve data capture and reporting. Minor issues were identified, primarily relating to applicant familiarity with the system. These were effectively mitigated through the provision of targeted one-to-one support and guidance. Overall, the platform is considered a positive and necessary development, aligning the programme with modern digital practice and improving the Council’s ability to engage efficiently with the third sector. 2.3 Capacity Building Support for Community Organisations: Capacity building support for community and voluntary sector organisations has been further strengthened to improve the quality of applications and support organisational development. Targeted assistance was offered to small voluntary / community organisations at their request, including support with governance, financial management, and project and activity planning. In addition, an expanded programme of grant briefings, workshops, and application support surgeries has been implemented. These have been delivered through a combination of in-person sessions and online formats, ensuring accessibility for a wide range of organisations across all locality areas. This enhanced support offer has contributed to improved applicant readiness, increased understanding of programme requirements, and a more consistent standard of submissions. It also reflects a preventative approach, reducing the need for remedial feedback post-assessment and supporting organisations to develop sustainable and compliant project proposals. The continuation and further development of this approach will remain a key component of the programme, ensuring that community organisations are well supported to access funding and deliver high-quality outcomes aligned to local priorities. Proposed Programme Modernisation / Additional Improvement Themes 2.4 Operational learning from recent programme rounds has identified opportunities to improve applicant support, strengthen financial assurance and improve transparency of decision making. Improvement themes identified relate to operational improvements, programme enhancements and new developments including: - Operational Improvements 2.5 Strengthened pre‑application support and guidance: Page 114 of 282
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As part of the ongoing improvement of the Grant Awards Programme (GAP), the service proposes strengthening the support available to organisations prior to submitting funding applications. Experience from recent funding rounds indicates that a proportion of applications require clarification or contain avoidable weaknesses relating to governance, project design, outcomes, or budget planning. This improvement introduces a structured pre‑application support model designed to improve applicant readiness, increase the quality of applications received, and ensure officer time is focused on high‑quality proposals capable of delivering meaningful community benefit. Strengthening pre‑application support aligns with recognised best practice across public sector grant programmes in the United Kingdom. Early engagement and clearer guidance improve accessibility for community organisations while also improving application quality. For the council, the benefits include improved alignment between funded projects and local priorities, reduced administrative queries during assessment, more efficient use of officer time, and greater transparency in decision‑making. This improvement supports the principles of transparency, proportionality, and effective stewardship of public funds. o Strengthened Pre‑Application Support Measures Improvements are currently being considered as to ‘how’ we can continue to improve the support offered to CVS organisations. Building on the custom and practice already established it is our intention to focus on the following areas: - o Targeted Guidance and Briefings Guidance materials will be enhanced to clearly explain programme priorities, eligibility requirements, scoring criteria, and expected evidence. Briefing sessions will be offered to provide organisations with an overview of the funding programme and examples of strong applications. o Application Surgeries Optional drop‑in “application surgery” sessions will be made available during the application window. These sessions will allow community organisations to discuss project ideas with officers and seek clarification on eligibility, outcomes, and application requirements. o Expanded Guidance and FAQs Programme guidance and frequently asked questions will be updated to provide clearer explanations of eligible costs, outcomes measurement, and project delivery expectations. 2.6 Encouragement of Early Application Submission: Organisations will be encouraged to submit applications as early as possible within the application window. Early submission allows time to identify technical issues such as missing documents or incomplete information before the official closing date. 2.7 Roll out of a digital grant application platform: With the platform testing now complete, and finalisation of additional amendments with our supplier (Survey Monkey Apply). Preparation is underway for full rollout across the Page 115 of 282
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Grant Awards Programme, with scope for future expansion to other community funding streams. In the coming weeks communications with the organisations who were not involved in the testing phase will be issued. So that early preparation and support can be offered for their eventual use of the platform. Backup paper-based applications will be retained in case of technical issues or for use by smaller organisations who are unable to apply online. 2.8 Strengthening of Financial Assurance Checks: In response to representations from elected members regarding the need for greater assurance over the use of public funds, the service proposes to continue with a proportionate programme of financial verification checks for grant recipients. While the current grant conditions require organisations to use funds solely for the purposes approved within their application, and to retain receipts for all expenditure for a minimum of six years. The implementation of a structured verification process will provide additional assurance that public funds are being applied appropriately and in accordance with the principles of Best Value. The proposed update to the current approach, includes undertaking more routine sampling and compliance checks. Organisations may be requested to submit a simple expenditure return, supported by receipts or other appropriate evidence, confirming how the grant has been utilised. These checks will not apply universally to every award; instead, a proportionate sampling methodology will be used. The suggested sample size is 15% of the total number of awards made for each funding stream. This approach is consistent with common practice across public sector grant programmes, allowing the Council to demonstrate appropriate stewardship of public resources without placing unnecessary administrative burden on community organisations. To support this process, a standardised expenditure proforma will be introduced to assist organisations in recording grant expenditure and submitting supporting documentation where requested. The intention is that the process remains straightforward and accessible for community groups, while enabling officers to verify that awards have been applied in line with approved purposes and the conditions of funding. Where compliance issues are identified, officers will work constructively with organisations to seek clarification or corrective action where appropriate. The introduction of these checks will strengthen the Council’s ability to evidence accountability, transparency and proper financial management within our community grants programmes. It will also assist in providing additional assurance to elected members and the public that funding distributed through community grant programmes is achieving its intended purpose and delivering benefit to local communities. Page 116 of 282
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2.9 GAP: Alternative Programme Delivery Timetable: Historically the Grant Award Programme has operated through a single annual application window covering all geographic areas. While administratively straightforward, this approach can create operational pressure points including large volumes of applications received simultaneously, compressed assessment periods and reduced opportunity for engagement with Local Partnership Teams and Community Boards. The proposed staggered launch model addresses these issues by introducing a series of phased application windows aligned to the Local Partnership Team geography. The refreshed timetable would begin in June 2026 and conclude with a final window for multi-area organisations in October 2026. Applications would then progress through scoring and programme moderation prior to committee consideration. This approach supports improved governance and programme delivery by distributing assessment activity across several months rather than concentrating work within a short period. This allows officers to undertake more robust scrutiny of applications, supporting consistent scoring and ensuring appropriate verification of eligibility and financial compliance. Continued alignment with the local partnership areas ensures relationship between the Grant Award Programme and community planning structures. It enables Community Boards and local partners to engage more meaningfully with proposals affecting their area and improves alignment with the priorities contained within the Local Outcome Improvement Plans and the Plan for North Lanarkshire. The revised timetable improves planning certainty for applicant organisations and services involved in the assessment of applications. For clarity, there is no change being proposed for the decision-making timeline, with scoring being finalised prior to committee consideration in February each year, with decisions communicated in March and payments commencing from April once the new financial year begins. The model also provides additional time for programme-wide moderation and financial modelling. All scoring will conclude by the end of November, allowing the first two weeks of December to be used for moderation and preparation of the committee report. This ensures recommendations are fully verified before submission in advance of the council’s festive closure period. Overall, the staggered delivery model represents a proportionate improvement to the administration of the Grant Award Programme. It strengthens governance, improves operational capacity for the services and community planning partners involved and provides clearer planning arrangements for community organisations delivering local services and activities. Appendix 1 provides the proposed updated timeline. 2.10 GAP Assessment Refresh to Proportionate and Risk-Based Model: Historically, assessment activity has included reliance on in-person engagement. While this approach provides a high level of assurance, it is resource intensive and not always necessary where there is an established track record of compliance and delivery. Reflecting on this, and to the alternative methods used during the pandemic. It proposed to refine the arrangement and to adopt a more proportionate and risk-based Page 117 of 282
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methodology, reflecting both operational learning and established good practice across public sector grant management. Under the proposed updated approach, there will be a managed shift towards the use of desktop assessment and telephone or virtual engagement as the primary method for organisations that are formally registered with us as an official CVS organisation operating in North Lanarkshire. For these organisations, registration status provides a degree of pre-assurance in relation to governance, constitution, and operational standards. This enables a more streamlined assessment process, reducing administrative burden on both applicants and officers, while maintaining appropriate levels of scrutiny. This shift will, however, be subject to clear safeguards. In-person assessment will remain a requirement for all new applicant organisations seeking funding for the first time, ensuring that appropriate due diligence is undertaken at the point of initial engagement. In addition, organisations will be subject to a full in-person reassessment at the conclusion of each three-year registration cycle, providing an opportunity to reconfirm governance arrangements, delivery capability, and ongoing compliance with funding conditions. Furthermore, the approach retains flexibility to respond to risk and local intelligence. Officers will retain discretion to require in-person assessment at any stage where concerns are identified, including but not limited to previous compliance issues, material changes in organisational structure, delivery of higher-risk activity, or where local knowledge indicates that enhanced assurance is necessary. Overall, this approach seeks to balance efficiency with accountability, targeting in- person assessment activity where it adds most value, while enabling a more proportionate and sustainable model of grant assessment aligned to best value principles and the effective stewardship of public funds. This proposal represents an operational refinement rather than a fundamental policy shift. It aligns with broader improvements to financial verification, audit and compliance processes, and reflects established practice across grant-making bodies where assurance activity is scaled according to risk and organisational maturity. The introduction of a structured approach to assessment methods will support consistency, transparency, and improved use of officer resource, while maintaining robust safeguards for new and higher-risk applicants. Programme Enhancements 2.11 Equalities and Inclusive Participation and testing of ‘Participation and Inclusion Premium’: As part of the ongoing review and modernisation of the Community Grants Programme, officers have considered opportunities to strengthen support for organisations working with communities who may experience barriers to participation in mainstream funding programmes. Evidence from recent funding rounds, community engagement, and third sector partners indicates that some organisations, particularly those supporting minority ethnic groups or individuals with protected characteristics or experiencing disadvantage, incur additional costs and face structural barriers when delivering community activity. These barriers may relate to language, disability, cultural accessibility, social isolation, or other factors which limit participation. Page 118 of 282
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In response, it is proposed that the programme adopts a targeted equalities support approach which focuses on removing participation barriers and enabling inclusive delivery. First, the council could establish a structured capacity-building pathway for organisations representing under-represented communities. Evidence from across Scotland indicates that many community groups led by minority ethnic communities, refugee organisations, or disability advocacy groups operate on a largely voluntary basis and may have limited experience of formal grant systems. A capacity pathway developed and delivered in partnership with Voluntary Action North Lanarkshire and other community planning partners could enable targeted development support such as governance training, financial management guidance, mentoring through the application process, and partnership development with established anchor organisations. This approach would strengthen organisational resilience and increase the diversity of organisations able to access public funding. Second, implementation of universal improvements, including updating programme guidance to clarify that reasonable participation and accessibility costs are eligible expenditure within project proposals. This will include, where appropriate, costs such as translation and interpretation, accessible communications, transport support, childcare provision, personal assistants or support workers, venue accessibility adjustments, culturally appropriate engagement activity, and advocacy or guidance support. This ensures that organisations can design inclusive projects without absorbing these costs within limited core budgets. A further additional universal improvement being considered, is the introduction of a Participation and Inclusion Premium. This would be a proportionate and evidence- based uplift of up to 10% of the approved project award, available to all applicants where they can demonstrate that their project addresses participation barriers and includes appropriate measures to support inclusion. The premium will be applied only where applications meet the required scoring threshold and are recommended for funding through the standard assessment process. This ensures that the integrity and fairness of the programme is maintained. Applicants seeking consideration for the premium will be required to complete a short, structured declaration outlining the participation barriers being addressed, the community or group affected, the practical steps proposed to remove or reduce those barriers, and any associated additional costs. It is proposed to implement the premium on a test and learn basis, with monitoring undertaken during the first year to assess uptake, impact, and financial implications. Engagement with equalities groups through existing Community Empowerment activity, including UKSPF test of change work, will inform ongoing development of the approach. Subject to evaluation, further refinement may be considered, including adjustments to guidance, eligibility criteria, or delivery mechanisms. Where evidence indicates that additional targeted intervention is required to achieve equitable outcomes, alternative approaches may be considered. An update will be prepared for members following the testing period. Page 119 of 282
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Please refer to Appendix 4 and 5 for further information about the Participation and Inclusion Premium. Finally, monitoring arrangements could be strengthened through the collection of equalities-related participation data and community reach indicators. This would allow the council to better understand which communities are benefiting from grant funding and identify gaps where additional outreach or support may be required. Such data collection would also support compliance with the Public Sector Equality Duty and provide evidence for future programme improvements. Taken together, these measures would support more inclusive community grants programmes and would also align with the council’s wider commitments under community empowerment and equalities legislation, ensuring that funding programmes actively support participation from all sections of the community. 2.12 Health and Wellbeing Funding Guidance: Officers have identified a growing number of applications seeking support for activities described as health and wellbeing interventions. These proposals can deliver positive preventative outcomes aligned to the Plan for North Lanarkshire and Local Outcome Improvement Plan priorities, particularly in relation to physical activity, mental wellbeing, and social inclusion. However, it is also recognised that some activity may operate at the boundary between community provision and regulated health services, requiring greater clarity of scope and expectations. The service therefore proposes the introduction of a clear position statement confirming that community grant funding is intended to support preventative, community-led and non-clinical wellbeing activity. This will provide clarity to applicants and ensure consistency of approach, while reinforcing that grant funding is not intended to support clinical or therapeutic services which fall within statutory health provision or regulated practice. In addition, a proportionate assurance framework will be introduced for applications involving wellbeing-related activity. Organisations will be expected to demonstrate appropriate safeguarding arrangements, workforce competence, risk management procedures, and clear boundaries between wellbeing support and clinical intervention. Where appropriate, organisations should also evidence referral or signposting pathways to specialist health services. This combined approach is intended to strengthen governance while maintaining flexibility to support community innovation and early intervention activity. It reflects recognised best practice within community planning and public health, ensuring that community organisations can continue to play a valuable role in supporting local wellbeing outcomes, while operating safely and within appropriate professional and regulatory boundaries. The final position statement will align to the University Health and Social Care North Lanarkshire position, that - organisations cannot apply for funding for clinical intervention supports such as one-to-one counselling, however complimentary and holistic psychological supports such as peer support, group facilitation, educational and early intervention and prevention programmes and community outreach programs can be applied for. Page 120 of 282
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Updated guidance for community focused grant funding offered by the council, will be prepared in conjunction with officers from Health and Social Care and NHS Lanarkshire. Programme Developments 2.13 Minimum quality threshold ‘Hard Stop’ approach: A future improvement to the Grant Awards Programme (GAP) through the introduction of a proportionate 'gateway' or 'hard stop' quality control stage. The purpose of the gateway is to ensure that applications meet minimum eligibility, completeness and quality standards before progressing to full assessment and scoring. The intention is not to create an unnecessarily restrictive process, but rather to ensure fairness, transparency and efficient use of officer and panel time. A gateway approach is widely used in public sector grant programmes across the UK to ensure that applications are within scope and contain sufficient information to allow consistent assessment. The proposal would introduce a structured preliminary review stage prior to assessment. Applications would need to demonstrate minimum standards relating to eligibility, completeness, deliverability and budget credibility. Applications that do not meet these standards would not proceed to full assessment. 2.14 Rationale for Introducing a Gateway Threshold: Introducing a gateway stage provides several operational and governance benefits. Firstly, it ensures officer and panel time is focused on credible and assessable applications. Where programmes are oversubscribed, significant time can otherwise be spent reviewing submissions that are incomplete, ineligible or insufficiently developed. Secondly, it improves fairness and consistency. By applying a transparent minimum standard to all applicants, the programme avoids situations where some applications are informally improved through officer intervention while others proceed exactly as submitted. Thirdly, it strengthens auditability and governance. A structured gateway process creates a documented trail showing that applications have been assessed against defined baseline criteria prior to scoring. Finally, it provides greater clarity to applicants regarding expectations. Clear minimum standards help organisations prepare stronger applications and reduce uncertainty regarding how proposals are assessed. 2.15 Proposed Three‑Stage Gateway Model: The most proportionate model for the Grant Awards Programme would involve three sequential gateway checks prior to assessment. Stage 1 – Eligibility Check: This stage confirms that the applicant and activity are within the scope of the programme. Typical checks include: Page 121 of 282
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• Eligible organisation type • Geographic eligibility • Activity aligns with programme objectives • Funding request falls within permitted categories • Required governance documents provided Stage 2 – Completeness and Compliance Check: This stage confirms the application contains sufficient information for assessment: • Application form substantially complete • Budget information provided and internally consistent • Required attachments submitted • Proposal description sufficiently clear to understand intended activity Stage 3 – Minimum Quality Threshold: This stage introduces a basic quality standard to ensure applications demonstrate minimum viability before scoring. Core tests could include: • Evidence of community need and alignment with programme aims • Deliverable activity plan with realistic timeline • Credible budget and explanation of how funds will be used Only applications meeting these baseline standards would progress to the assessment stage. Please refer to Appendix 3 for additional information. 2.16 Testing of options for members participation and engagement within the GAP: Elected members hold detailed understanding of local communities, priorities, and emerging issues. Formalising opportunities for their engagement within the grant process can improve the robustness and credibility of funding decisions. This aligns with principles of Best Value, transparency, and community empowerment, while supporting stronger alignment with Local Outcome Improvement Plan priorities. As part of the ongoing modernisation of our Grant Awards Programme. There is an opportunity to enhance the involvement of councillors within the agreed process. Two points of involvement have been considered by officers. Which allow the opportunity for participation in professional dialogue without overreach into official decision-making process reserved for the Communities Committee. This includes: Early Engagement (Before the official assessment process): This approach would involve sharing a summary of applications received within each Community Board area with relevant elected members shortly after the application deadline and prior to formal officer assessment. Members would be invited to provide contextual insight only, including local intelligence, awareness of duplication, and alignment with local priorities. No scoring or ranking would take place at this stage. Page 122 of 282
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Post-Assessment Engagement: This approach would introduce structured engagement following completion of officer scoring and moderation. Although it is important to clarify that confirmed scores agreed by the scoring panels would be locked-in and unable to be modified. Officers would present outcomes and indicative recommendations. Elected members would be able to seek clarification and provide commentary on alignment with community priorities. Final recommendations would remain evidence-based and consistent with current criteria and guidance. Modernisation of the Community Grants Funding Stream 2.17 The Community Grants funding stream administered by the Community Partnership Team has been operating for many years without review. The fund has historically provided small-scale financial support to organisations, with a degree of discretion and involvement from elected members at ward level. 2.18 While the fund continues to deliver positive outcomes for communities, there is an opportunity to review the approach. Permission is requested from the Communities Committee for the Community Partnership Team to engage with all councillors as to their views on continuing as per the current arrangements or to check if there is a willingness to consider improvements to the scheme. For example, with the availability of the new online application platform, there is an opportunity to move to an online version. 2.19 Additionally, across Scotland, there is increasing evidence of local authorities simplifying small grant schemes, adopting micro-grant models, and strengthening links between funding and community planning outcomes. 2.20 If engagement with all councillors is approved, then several potential ideas would be presented for consideration. Including, but not limited to: • Maintaining the status quo • Integration with the Main Grant Awards Programme • Delivery through a Micro-Grant Framework • Allocation to Thematic Priorities • Community Solutions / Consortium-Based Model • Digitisation Use of Artificial Intelligence (AI) for Community Focused Grant Applications 2.21 The use of artificial intelligence (AI) tools and applications has increased significantly in recent years, reflecting wider advancements in digital technology and their growing accessibility within everyday life. This trend is evident across both public sector organisations and the community and voluntary sector, where AI-enabled tools are increasingly being used to support and enhance administrative processes. 2.22 Within the context of community grant funding, it is now clear that some organisations are using AI tools to assist in the preparation of applications and supporting documentation. This may include drafting responses, structuring proposals, or refining written content. This mirrors the Council’s own adoption of similar technologies, including the integration of AI-supported tools within workplace systems to improve efficiency, consistency and productivity. Page 123 of 282
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2.23 The use of such tools is not viewed negatively. When applied appropriately, AI can support organisations to articulate their proposals more clearly, reduce administrative burden, and improve overall access to funding opportunities, particularly for smaller organisations with limited capacity. However, the use of AI also introduces potential risks, including inaccuracies, over-reliance on generic or non-specific content, and submissions that may not fully reflect the organisation’s actual activities, governance arrangements, or delivery capability. 2.24 In line with emerging best practice across the United Kingdom, a proportionate and transparent approach is proposed. This will involve the introduction of a standard declaration within all community grant application forms. Applicants will be asked to confirm whether AI tools have been used in the development of their application and to provide explicit assurance that all content submitted has been reviewed, verified and is an accurate reflection of the organisation’s proposals, capacity and intentions. The proposed standard declaration wording is as follows: “The applicant confirms that any use of artificial intelligence (AI) tools in the preparation of this application has been disclosed. The applicant further confirms that all information submitted is accurate, has been reviewed by the organisation, and represents a true and complete reflection of the organisation’s proposals, capacity and intentions. Full responsibility for the content of this application rests with the applicant organisation.” This declaration reinforces that full responsibility and ownership of the application rests with the applicant organisation, regardless of whether AI tools have been used in its preparation. This ensures clarity of accountability and supports the Council’s ability to rely on the information provided when undertaking assessment, due diligence and decision-making. 2.25 There will be no penalty associated with the use of AI tools. The primary objective is to promote transparency, maintain the integrity of the assessment process, and ensure that decision-making is based on accurate and reliable information. This approach aligns with principles of good governance, proportionality and fairness, while recognising the evolving digital landscape in which community organisations operate. 2.26 To support consistent understanding, supplementary applicant guidance will be developed. This will provide light-touch clarification on appropriate use of AI within applications, including examples of acceptable support (such as drafting or structuring content) and areas where applicants must exercise caution (such as financial projections or statements of need which must be evidence-based and organisation- specific). This will ensure expectations are clear without introducing unnecessary barriers to access. 2.27 Collectively, this approach represents a pragmatic and balanced response. It supports innovation and digital inclusion while safeguarding the robustness, credibility and auditability of the Council’s community focused grants process. Closure of Transport Support for Organisations Delivering Traditional Playschemes 2.28 The Council has historically provided a small, targeted fund to support transport costs associated with the delivery of traditional playschemes during school holiday periods (Easter, summer and October week). This provision has been valued by a limited number of organisations in enabling access and participation for children and young Page 124 of 282
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people. However, in the context of sustained financial pressures and agreed reductions across community grant programmes, the budget available for this activity has reduced incrementally. In 2025/26 the total allocation was approximately £14,000, a level now considered insufficient to sustain a discrete funding programme in a proportionate and effective manner. 2.29 Monitoring of the scheme has identified several structural limitations. Access has been restricted to a small cohort of legacy organisations, with the scheme closed to new applicants for several years. This has created an inequitable position when considered against current expectations of transparency, fairness and open access to public funding. In addition, the administrative burden associated with promoting, processing and monitoring a standalone scheme is no longer proportionate to the scale of investment or reach achieved. 2.30 Benchmarking with practice across Scottish local authorities indicates a general shift away from small, ring-fenced transport funds towards more integrated grant models, where organisations are expected to incorporate transport and access costs within wider project proposals. 2.31 It is therefore proposed that the dedicated playscheme transport fund is formally wound up at the end of the current financial year. Importantly, this does not represent a withdrawal of financial support for this type of activity. The existing budget will be fully retained and transferred into the core Grants Award Programme (GAP), increasing the overall funding envelope available to community organisations. This approach ensures that resources continue to support community provision, while enabling a more flexible, needs-led allocation of funding aligned to the Plan for North Lanarkshire and local community priorities. 2.32 Under the revised approach, organisations that have historically accessed transport support will be able to apply through the main GAP process and include transport costs as an eligible element of their wider project delivery, (subject to standard eligibility criteria and assessment). This places all applicants on an equal footing and allows organisations to determine their own priorities within a single, coherent funding framework. Additionally, organisations will be encouraged to take advantage of the Scottish Government – Young Persons’ (Under 22s) Free Bus Travel entitlement as potential alternative option. 2.33 The change also strengthens governance by consolidating funding streams, reducing administrative overhead, and ensuring that all awards are subject to consistent assessment, monitoring and assurance arrangements. Subject to Committee approval, affected organisations will be notified in advance of the change and provided with appropriate guidance to support transition into the core programme. Full Council Meeting February 2026 2.34 At the full council meeting in February this year, the approved budget motion intimated that a request to review the current approach to the community focused grants and explore potential synergies with the Community Solutions model delivered through the North Lanarkshire Integration Joint Board. The service remains committed to modernising and improving all community focused grants and will start to undertake light-touch desk top research in advance of any pending instruction. Page 125 of 282
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Governance, Equality and Risk Considerations 2.35 The council’s community funding programmes operate within the framework of the Community Empowerment (Scotland) Act 2015 which promotes community participation and partnership working. The Council also has responsibilities under the Local Government (Scotland) Act 1973 to ensure appropriate stewardship of public funds and to demonstrate Best Value in decision making. The programme therefore incorporates governance safeguards including transparent assessment processes, officer moderation arrangements and Committee oversight of final funding decisions. The improvements outlined in this report are intended to strengthen these governance arrangements while maintaining a proportionate and accessible funding programme. 3. Measures of success 3.1 Measures of success in relation to the modernisation of community grant programmes will be framed around a combination of quantitative performance indicators and qualitative outcomes, aligned to the principles of the Community Empowerment (Scotland) Act 2015 and the Council’s strategic priorities. Success will not be defined solely by levels of financial distribution, but by the extent to which funding demonstrably contributes to improved community outcomes, strengthened local capacity, and increased participation in community decision-making processes 3.2 In operational terms, improved programme performance will be evidenced through increased application quality, reduced levels of ineligible or incomplete submissions, and more consistent scoring outcomes across Community Board areas. The introduction of enhanced pre-application support, clearer guidance, and a structured digital application platform is expected to result in a higher proportion of fundable applications at first submission, alongside a reduction in administrative rework. In parallel, monitoring of processing times from application receipt through to award decision and payment will provide a clear measure of system efficiency and service improvement. 3.3 From a community impact perspective, success will be measured through strengthened alignment between funded activity and Local Outcome Improvement Plan priorities, alongside increased reach into underrepresented groups and communities experiencing socio-economic disadvantage. 4. Supporting documentation 4.1 Appendix 1 Improved programme timetable 4.2 Appendix 2 Summary of Improvements 4.3 Appendix 3 Future quality threshold proposal 4.4 Appendix 4 Participation and Inclusion Principles 4.5 Appendix 5 Participation and Inclusion- case studies Stephen Llewellyn Chief Officer (Housing and Communities) Page 126 of 282
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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? Developments within this report are a continuation from the improvements identified during the engagement with Community and Voluntary Sector organisations and other stakeholders as part of the Grant Award Programme Review work. The improvements support 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 plans outlined includes proposals that may require further assessment. This will be determined as completed before the introduction of any new developments. If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? Page 127 of 282
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5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The introduction of any programme improvements and enhancements will be required to be communicated to stakeholders, CVS organisation and the wider community. This will involve multi-platform communication and direct communication with registered CVS organisations. 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 Page 128 of 282
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Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 129 of 282
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Appendix 1 GAP: Refreshed Indicative Programme Timeline The indicative timetable below illustrates how the staggered delivery model would operate across the annual programme cycle. Period Programme Activity June Launch 1 – Airdrie and Coatbridge application window opens July Launch 2 – Bellshill and Motherwell application window opens; assessment of Launch 1 applications August Launch 3 – Cumbernauld, Kilsyth and Northern Corridor launch; assessment of Launch 2 September Launch 4 – Shotts and Wishaw launch; assessment of Launch 3 October Launch 5 – Multi-area organisations; assessment of Launch 4 November Final eligibility checks and officer scoring completed; all scoring concluded by end of month Early December Programme moderation, financial modelling and preparation of committee report Mid December Committee report finalised and submitted prior to festive closure period February Communities Committee consideration and approval of awards (final award subject to annual budget setting) March Decisions communicated to applicants April Grant agreements activated and payments issued at start of financial year Page 130 of 282
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Appendix 2 GAP Modernisation (Summary of Improvements) This appendix summarises the principal operational improvements proposed for the Grant Award Programme. The measures are intended to strengthen governance, improve administrative efficiency, enhance support for applicants and ensure the programme continues to deliver community benefit aligned with the Plan for North Lanarkshire and Local Partnership Team priorities. Improvement Area Description Expected Benefit Staggered Programme Delivery Introduction of phased application windows aligned to Local Partnership Team areas between June and October. Reduces administrative pressure, improves officer capacity for assessment and strengthens local engagement. Enhanced Pre‑Application Support Provision of guidance sessions, briefings and early feedback to help organisations prepare stronger applications. Improves applicant readiness and reduces incomplete or low‑quality submissions. Hard Stop Quality Threshold (Future Proposal) Introduction of a minimum eligibility or quality threshold to ensure applications meet basic programme standards before scoring. Protects officer time and ensures assessment resources focus on viable proposals. Financial Verification and Compliance Checks Introduction of proportionate sampling of expenditure records and receipts to verify that awards are used for approved purposes. Strengthens accountability, transparency and compliance with public funding requirements. Participation and Inclusion Premium Recognition of additional costs faced by organisations supporting under‑represented communities or protected groups. Encourages inclusive participation and improves access to funding for diverse communities. Health and Wellbeing Intervention Guidance Clarification of expectations for organisations delivering health or wellbeing activity including safeguarding and partnership working. Ensures funded services align with best practice and appropriate assurance standards. Collectively these improvements aim to modernise the operation of the Grant Award Programme while maintaining the core principles of transparency, fairness and democratic oversight. Subject to committee approval, the revised operational arrangements would be implemented during the next programme Page 131 of 282
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Appendix 3 Grant Awards Programme (GAP) - Future quality threshold proposal Proposed Hard Stop / Gateway Quality Control (Additional Information) Clarification and Administrative Corrections Good practice indicates that minor administrative issues should be distinguishable from substantive weaknesses. Applications may therefore fall into three gateway outcomes: Pass Application meets eligibility, completeness and quality thresholds and proceeds to full scoring. Clarification Minor administrative issues identified (e.g. missing attachment, arithmetic error, minor clarification required). A short clarification request may be issued with a defined response deadline. This route should be limited to administrative matters only and should not allow substantial rewriting of proposals after the deadline Fail Application is ineligible, materially incomplete or below minimum quality standard. Such applications would not proceed to scoring Governance and Moderation To ensure consistency and transparency, gateway decisions should follow a structured process. • Assessments undertaken by Grants Team using a standard checklist. • Decisions recorded as Pass, Clarification or Fail with short evidence notes. • Routine failures signed off by officers and countersigned by a manager. • Borderline or contentious cases referred for management consideration Equality and Accessibility Considerations While a gateway threshold can improve fairness, it must be designed proportionately to avoid unintended barriers for smaller volunteer‑led organisations. Mitigation measures may include: • Plain‑English application guidance • Pre‑application guidance sessions or surgeries • Clear published eligibility and quality criteria • Worked examples of strong responses • Limited administrative clarification process These measures help ensure that grassroots organisations are supported while maintaining minimum standards for the use of public funds. Page 132 of 282
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Appendix 4 Inclusive Funding Principles and Participation & Inclusion Premium Process Inclusive Funding Principles Inclusive participation Community funding should enable participation from all sections of the community, including individuals and groups who may face barriers to engagement Fair and transparent decision-making All applications are assessed against consistent programme criteria and quality thresholds Recognition of participation barriers Projects that actively address barriers to engagement may require additional resources to support inclusive delivery Proportionate support The participation and Inclusion Premium provides a modest uplift to recognise additional inclusion costs where evidence is demonstrated Open access The Participation and Inclusion Premium is available to all applicants where participation barriers and inclusive delivery measures are clearly evidenced Accountability and monitoring The impact of the premium will be monitored to ensure that it supports equitable access while maintaining fairness across the programme Page 133 of 282
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Participation and Inclusion Premium (PIP) – Process Overview The diagram below illustrates how the Participation and Inclusion Premium could operate within the existing grant assessment process. The premium is considered only after an application has met the programme’s core eligibility and scoring thresholds. Implementation Note The Participation and Inclusion Premium (PIP) will be integrated into the existing grant programme assessment framework. Applications must first satisfy eligibility checks and achieve the required scoring threshold. Where participation barriers are identified and appropriate inclusive delivery measures are evidenced, officers may apply a premium of up to 10% of the approved award. Page 134 of 282
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Appendix 5 Participation and Inclusion Premium - Case Study Examples These examples are illustrative and designed to support understanding of how the Participation and Inclusion Premium may operate in practice. Case Study 1 - Minority Ethnic Women’s Group A local community organisation delivers a wellbeing programme for women from minority ethnic backgrounds. Barriers to participation include language, cultural expectations, and childcare responsibilities. The project includes: • translation and interpretation support • culturally appropriate facilitation • on-site childcare provision These additional measures increase delivery costs. The project meets the required scoring threshold and demonstrates clear community benefit. The Participation and Inclusion Premium is applied to recognise the additional participation costs. Case Study 2 - Disability Inclusion Project A community group delivers inclusive physical activity sessions for individuals with disabilities. Barriers include accessibility of venues, need for support staff, and adapted equipment. The project includes: • accessible venue hire • trained support workers • specialist equipment The project meets core assessment criteria. The Participation and Inclusion Premium can support the additional costs required to enable participation. Case Study 3 - Rural Older People’s Programme A local organisation delivers social and wellbeing activities for older people in rural areas. Barriers include transport, isolation, and limited access to services. The project includes: • community transport provision • outreach engagement • additional volunteer support The Participation and Inclusion Premium is applied to support transport and outreach costs, improving access to the programme. Case Study 4 - General Community Project (No Premium Applied) A community organisation delivers a general community event open to all residents. The project does not identify specific participation barriers or include additional inclusion measures beyond standard delivery. The project meets the scoring threshold and receives funding. However, the Participation and Inclusion Premium is not applied as no additional participation barriers or costs are evidenced. Page 135 of 282
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Community Council Scheme Review North Lanarkshire Council Report Does this report require to be approved? ☒ Yes ☐ No Ref REB/FE Date 27/04/26 From Rachel Blair, Chief Officer (Legal, Democratic and Strategy) E-mail BlairR@northlan.gov.uk Executive Summary Community Councils are statutory bodies established under the Local Government (Scotland) Act 1973 and continued under the Local Government etc. (Scotland) Act 1994. They provide an important mechanism for local democratic participation by representing the views and interests of local communities to the Council and other public bodies. Under the 1973 Act, local authorities are required to maintain a Scheme for the Establishment of Community Councils which sets out the arrangements for their establishment, operation, governance, and administrative support. Local schemes must provide the framework within which community councils operate, including matters such as elections, membership, meetings, boundaries, financial arrangements, and accountability. The Scottish Government publishes a Model Scheme for the Establishment of Community Councils, together with supporting governance documentation, to assist local authorities in developing and maintaining schemes which are consistent with national expectations and legislative requirements. The Model Scheme was originally updated in 2009 and has been further refreshed in 2023 to reflect developments in community empowerment, participation, equality considerations, and digital engagement. North Lanarkshire Council’s current Scheme for the Establishment of Community Councils was approved in March 2011 and broadly aligns with the 2009 Model Scheme. Since that time there have been developments in legislation, policy, and governance practice which are reflected in the updated 2023 Model Scheme. This report proposes that the Council commence a statutory review of its Scheme with a view to updating it in line with the 2023 Scottish Government Model Scheme and associated governance documents. In accordance with the statutory requirements of the 1973 Act, the proposed amendments must be subject to consultation with existing community councils and other relevant stakeholders. The report therefore seeks approval to issue a public notice of the proposed amendments and to invite representations as part of the statutory consultation process. Recommendations It is recommended that Communities Committee: (1) Approves the issuing of a public notice of the proposal to amend the North Lanarkshire Council Scheme for the Establishment of Community Councils to align with the Communities Committee Item 7 Page 137 of 282
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Scottish Government Model Scheme for the Establishment of Community Councils 2023 and associated governance documents; (2) Approves the commencement of a statutory consultation process, inviting comments and representations from community councils, elected members, community organisations, and members of the public; and (3) Acknowledges that following completion of the consultation exercise, a further report will be brought to Committee summarising the representations received and recommending whether the amended Scheme should be approved by Council. 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 1. Background Statutory / corporate / service requirement 1.1 Community Councils were established in Scotland through the Local Government (Scotland) Act 1973, which required local authorities to put in place a scheme for the establishment of community councils across their area. These arrangements were subsequently continued under the Local Government etc. (Scotland) Act 1994. The legislation recognises community councils as the most local tier of democratic representation in Scotland, providing a forum through which local residents may express views on matters affecting their community. 1.2 Community councils act as a bridge between communities and public authorities. Their primary functions include: 1.2.1 Representing the views and interests of their communities; 1.2.2 Engaging with the Council and other public bodies on local issues; 1.2.3 Supporting community participation in decision-making processes; and 1.2.4 Promoting community wellbeing and development initiatives. 1.3 Although community councils do not possess statutory decision-making powers, they play a valuable consultative role in shaping local policy and service delivery. 1.4 The 1973 Act requires each local authority to adopt a Scheme for the Establishment of Community Councils covering matters such as: 1.4.1 the number and boundaries of community council areas; 1.4.2 arrangements for elections and membership; 1.4.3 governance and procedural rules; and 1.4.4 financial arrangements and administrative support. 1.5 Local authorities also retain the power to amend their scheme, provided they follow the statutory procedure which includes consultation with community councils and stakeholders. 2. Report Page 138 of 282
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2.1 The Scottish Government provides a Model Scheme for the Establishment of Community Councils and associated governance documentation to support local authorities in maintaining robust and consistent arrangements. The Model Scheme and supporting documents were updated in 2009 and most recently in 2023. The updated version reflects developments including: 2.1.1 community empowerment policy developments; 2.1.2 equalities and accessibility considerations; 2.1.3 increased use of digital engagement tools; and 2.1.4 strengthened governance and accountability frameworks. 2.2 North Lanarkshire Council’s current Scheme for the Establishment of Community Councils was approved by Council on 24 March 2011 following a public consultation process. The existing scheme largely reflects the provisions of the 2009 Scottish Government Model Scheme and has provided the governance framework for community councils within North Lanarkshire since that time. However, since 2011 there have been a number of developments in national policy and governance practice which are reflected in the updated 2023 Model Scheme. 2.3 The proposed amendments seek to modernise the Council’s Scheme to ensure it: 2.3.1 reflects current legislative and policy developments; 2.3.2 aligns with the Scottish Government Model Scheme 2023; 2.3.3 supports modern forms of communication and engagement; and 2.3.4 promotes accessibility, equality, and participation. 2.4 The 2023 Model Scheme includes updated versions of the following key documents: 2.4.1 Model Scheme for the Establishment of Community Councils (Appendix 1); 2.4.2 Code of Conduct for Community Councils (Appendix 2); 2.4.3 Model Standing Orders (Appendix 3); 2.4.4 Model Constitution (Appendix 4); and 2.4.5 Good Practice Guidance (Appendix 5). 2.5 The updated Model Scheme introduces or clarifies a number of governance provisions, including: 2.5.1 Membership and elections: • New guidance is provided on how nominations should be handled where the number of candidates equals, exceeds, or falls short of the permitted membership of a community council. 2.5.2 Youth Membership • Provision is included for the appointment of up to two youth members aged between 16 and 18 who reside within the community council area. This measure supports youth participation in local democratic processes. 2.5.3 Equality and Accessibility • The updated scheme reflects obligations under the Equality Act 2010, emphasising the importance of inclusive participation and accessible meeting arrangements. 2.5.4 Digital and Hybrid Meetings • Community councils are now able to determine whether meetings are held in person, online, or through hybrid arrangements. This provides flexibility and reflects modern approaches to civic participation. Page 139 of 282
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2.5.5 Financial Accountability • The scheme requires community councils to ensure that their accounts are independently examined annually and provides guidance on financial transparency and accountability. 2.5.6 Insurance and Liability • Community councils must maintain appropriate insurance in order to operate effectively and manage potential liabilities. 2.6 At this stage there is no proposal to amend the existing boundaries or number of community council areas within North Lanarkshire. The review focuses solely on updating the governance framework to align with the updated Model Scheme. 2.7 The Local Government (Scotland) Act 1973 requires that any proposed amendment to a community council scheme must be subject to consultation. Accordingly, the proposed amended scheme will be published and stakeholders invited to make representations. Consultees will include: 2.7.1 existing community councils; 2.7.2 elected members; 2.7.3 community organisations; and 2.7.4 members of the public. 2.8 Following the consultation period, a further report will be presented to Committee summarising the responses received and seeking approval for the final amended scheme. Conclusion 2.9 Community Councils remain an important element of local democratic engagement, providing a formal mechanism for communities to express views and contribute to decision-making at a local level. The Council’s current Scheme for the Establishment of Community Councils has been in place since 2011 and was based on the Scottish Government Model Scheme published in 2009. Since that time, there have been developments in policy, governance practice, equality considerations, and digital engagement which are reflected in the updated 2023 Model Scheme. 2.10 Updating the Council’s Scheme to align with the 2023 Model Scheme will ensure that the governance framework for community councils in North Lanarkshire remains modern, transparent, and consistent with national guidance. The proposed amendments will strengthen provisions relating to accessibility, youth participation, governance standards, and the use of digital meeting arrangements. 2.11 Approval to commence the statutory consultation process will allow community councils, elected members, and other stakeholders to consider the proposed amendments and provide representations. Following completion of this consultation, a further report will be presented to Committee to consider the responses received and seek approval of a revised Scheme for adoption by the Council. 3. Measures of success 3.1 Success will be measured through: 3.1.1 completion of a statutory consultation process; Page 140 of 282
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3.1.2 adoption of an updated Scheme aligned with the Scottish Government Model Scheme 2023; 3.1.3 improved clarity and consistency of governance arrangements for community councils; and 3.1.4 enhanced accessibility and participation within local democratic structures. 4. Supporting documentation 4.1 Appendix 1 Model Scheme for the Establishment of Community Councils 2023. 4.2 Appendix 2 Code of Conduct for Community Councils. 4.3 Appendix 3 Model Standing Orders. 4.4 Appendix 4 Model Constitution. 4.5 Appendix 5 Good Practice Guidance. Rachel Blair Chief Officer Chief Officer (Legal, Democratic and Strategy) Page 141 of 282
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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 proposed update to the Scheme incorporates provisions reflecting obligations under the Equality Act 2010 and promotes inclusive participation in community councils. The updated Model Scheme emphasises accessibility of meetings, inclusive engagement practices, and recognition of the diverse needs of community members. These provisions support compliance with the Public Sector Equality Duty by encouraging participation from individuals with protected characteristics and by promoting equality of opportunity within local democratic structures. If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☒ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☒ No ☐ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The report concerns the Council’s statutory duty under the Local Government (Scotland) Act 1973 to maintain a Scheme for the Establishment of Community Councils. Any amendments to the Scheme must follow the statutory consultation process set out in the legislation. Updating the Scheme to align with the Scottish Government Model Scheme 2023 ensures that the Council’s governance framework remains consistent with current national guidance and legislative requirements. 5.5 Data protection impact Page 142 of 282
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Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? A statutory public consultation exercise will be required to allow community councils, elected members, and other stakeholders to make representations on the proposed amendments. This will require appropriate communication through the Council’s usual consultation and engagement channels, including publication of a public notice and provision of accessible information about the proposed changes. 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? The primary risk relates to ensuring that the statutory consultation process required under the Local Government (Scotland) Act 1973 is carried out appropriately and that stakeholders are given a reasonable opportunity to make representations. Failure to follow the correct process could result in procedural challenge to the adoption of an amended Scheme. This risk will be managed through adherence to the statutory consultation requirements and through oversight by the relevant service areas responsible for community engagement and governance. Any operational risks associated with Page 143 of 282
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implementation will be monitored through relevant service risk management processes. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). The updated Model Scheme includes provision for the appointment of up to two youth members aged between 16 and 18 to community councils. This supports greater involvement of young people in local democratic processes and community decision-making. The proposal aligns with the principles of the United Nations Convention on the Rights of the Child, particularly Article 12, which recognises the right of children and young people to express their views in matters affecting them. The inclusion of youth membership opportunities promotes meaningful participation and engagement with young people within community governance structures. If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☒ No ☐ Page 144 of 282
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Appendix 1 MODEL SCHEME FOR THE ESTABLISHMENT OF COMMUNITY COUNCILS IN SCOTLAND 2023 1. Background The Model Scheme for the Establishment of Community Councils 2023 replaces the Model Scheme that was first published in 2009. The Model Scheme for Community Councils in Scotland is designed to enable the establishment of community councils across Scotland to provide a common minimum basic framework governing their creation and operation. However, each local authority is responsible for consulting on and agreeing its own Scheme. 2. Introduction Community Councils were first established in Scotland following the Local Government (Scotland) Act 1973. Thereafter, the Local Government etc. (Scotland) Act, 1994, which produced the current system of unitary local authorities, made provision for the continuation of community councils. Under the legislation, every local community in Scotland is entitled to petition their local authority to establish a community council in their area. The role of Community Councils in Scotland was further strengthened by the Community Empowerment (Scotland) Act 2015 which identified them as community participation bodies. Community councils have a statutory right to be consulted on applications for planning permission and have a key role as per the Planning (Scotland) Act 2019 in engaging with the statutory planning system. 3. Statutory Purposes The statutory purposes of community councils established under the Model Scheme are set out in Section 51 (2) of the Local Government (Scotland) Act 1973, as follows: - ‘’In addition to any other purpose which a community council may pursue, the general purpose of a community council shall be to ascertain, co-ordinate and express to the local authorities for its area, and to public authorities, the views of the community which it represents, in relation to matters for which those authorities are responsible, and to take such action in the interests of that community as appears to it to be expedient and practicable’’ Page 145 of 282
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Appendix 1 4. The Role and Responsibilities of Community Councils The general purpose of community councils is to act as a voice for their local area. This will involve them articulating the views and concerns of local people in their area on a wide range of issues of public concern and make representations to their local authority, other public sector bodies and private agencies on matters within their sphere of interest. It is essential that these views be demonstrated to be accurately representative of the community. Accordingly, the community council will have in place, in consultation with and supported by the local authority where possible, recognised consultative mechanisms including digital to validate their views and devise strategies to secure greater involvement by all sectors of the community. Community councils have a statutory right to be consulted on planning applications. Licensing matters and any other matters may also be jointly agreed between community councils, the local authority and other public sector and private agencies. The Community Empowerment (Scotland) Act 2015 also provides new statutory rights for community councils along with other community organisations. This includes Part 3 Participation Requests, Part 8 Common Good and Part 9 Allotments. Community councils may carry out other activities that are in the general interests of the communities they represent, provided these activities fall within the objects of their Constitution and the terms of the Council’s Scheme for the Establishment of Community Councils. There should be mutual engagement in the establishment of working relationships with the local authority and other agencies. In carrying out their activities community councils must at all times adhere to the law, the terms of the Council’s Scheme for the Establishment of Community Councils and the Community Councillors’ Code of Conduct. Each community council is required to adopt a Constitution, based upon the Model Constitution, which has been produced for national use, together with Model Standing Orders, to encourage and maintain consistency for all community councils and to facilitate their proceedings being properly structured and regulated, to ensure that items of business relevant to the community are properly debated and decisions reached in a democratic manner. The community council’s Constitution is required to be approved by the local authority. Community councils have a duty under statute to represent the views of their local community. It is vital therefore, that they reflect the broad spectrum of opinion and interests of all sections of the community. Good Page 146 of 282
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Appendix 1 Practice Guidance has been produced to help Community Councils to deliver on these responsibilities. In order to fulfil their responsibilities as effective and representative, community councils shall: - Inform the community of the work and decisions of the community council by posting agendas and minutes of meetings in public places, such as libraries, notice boards and online, subject to the provisions contained within the Data Protection Act 1998 and the General Data Protection Regulations (2018), provide contact details of community council members. Agendas and draft minutes of community councils’ meetings must be presented to the local authority within 30 days from the date of that meeting and be circulated to community council members, relevant elected members and other interested parties. Seek to broaden both representation and expertise by promoting the Associate Membership of the community council of persons for specific projects/issues. Make particular efforts to encourage young people and other under- represented groups to attend/participate in community council meetings and to ensure equality of opportunity in the way the community council carries out its functions. Maintain proper financial records and present financial reports at community council meetings. Inform the local authority of any change in membership (resignations, Associate Membership, etc.) and circumstances, as soon as is practicable.Respond to enquiries and feedback from the community. 5. Community Council Areas within Local Authority Areas The local authority has produced a list of named community council areas and a map or maps that define their boundaries. 6. Membership of Community Councils There shall be minimum and maximum membership numbers of elected community councillors in a community council. Due to the diverse nature of local authority areas, where there may be areas of sparse population relative to geographical disposition, such as island communities, each local authority may set its own formula within their scheme for the definition of a minimum and maximum number of community council members in any community council area. The minimum age to stand for election as a community councillor is 16 years. Qualification for membership is by residency within the specific community council area. Community councillors and candidates for community council membership must also be named on the electoral register for the community council area in which they reside. There shall be Page 147 of 282
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Appendix 1 provision made for non-voting Associate Membership for purposes as defined by each community council. For example, for persons under 16 years of age. Such persons will not be counted in terms of meeting a quorum, or towards the total number of community council members. Elected members of the local authority and members of the Scottish and United Kingdom Parliaments are entitled to become ex-officio members of community councils, with no voting rights. A broad outline of the remit and responsibilities of each of these institutions is featured in the Guidance Notes accompanying the Model Scheme. 7. Establishment of Community Councils under the Model Scheme Local authorities may choose to review their own scheme of establishment. Upon the local authority’s revocation of its existing Scheme for the Establishment of Community Councils and decision to make a new Scheme, it shall publish a Public Notice, which shall invite the public to make suggestions as to the areas and composition of the community councils. Thereafter, a consultation process shall be undertaken prior to its formal adoption by the local authority. 8. Community Council Elections Eligibility Candidates wishing to stand for election to a community council must reside in the local area and be named on the Electoral Register for that area. The same criteria shall apply to voters in a community council election. Sixteen and 17 year-olds residing in the community council area and named on the Electoral Register for that area are also entitled to both stand for the community council and vote in any election. Any community council member who no longer resides within that community council area is deemed to have resigned from that community council. Local authorities can enable community council members who have left the community council area to remain in place until the next election (full or interim) should they wish to. Any individual who is elected to serve on this local authority, or the Scottish or UK parliament shall be ineligible to remain a community councillor, or to stand for election to a community council. Such persons, upon taking office, become ex-officio members of the community councils contained in whole or in part of their electoral constituency. 9. Nominations and Elections The first elections to be held under the Scheme shall be held on a date to be determined by the local authority. Subsequent elections will be held on a four-yearly-cycle on dates to be determined by the Community Council in agreement with the Local Authority. Where the number of established community councils exceeds a level to be determined by the local authority, elections for a proportion of the total number of established community councils within the 4-yearly Page 148 of 282
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Appendix 1 cycle may be arranged. Should community councils’ election cycle fall in the year of Scottish local government or parliamentary elections, the electoral proceedings will be held in the following year. The local authority will administer all elections. 10. Returning Officer The local authority will appoint an Independent Returning/Depute Officer. The Independent Returning/Depute Officer must not be a current elected member of that community council nor intending to stand for election to that community council. 11. Nominations Individuals seeking election to a community council require to be nominated by a proposer and seconder, both of whom must be on the Electoral Register for that community council area. Nominations require to be submitted with the candidate’s consent. A nomination form should be completed, the style of which will be described within the Guidance Notes. Nominations require to be submitted by post, email or onlineby the date set down in the election timetable. No nomination forms submitted after that date will be accepted. 12. Process On the expiry of the period for lodging nominations: 1. Should the number of candidates validly nominated equal or exceed HALF, but be less than or equal to the total maximum permitted membership as specified for the community council area, the said candidates will be declared to be elected and no ballot shall be held. 2. Should the number of candidates validly nominated exceed the total maximum permitted membership as specified for the community council area, arrangements for a Poll shall be implemented. At the Poll, each voter shall be entitled to vote for candidates up to the number of vacancies on the community council. 3. Should the number of candidates elected, be below HALF of the total maximum permitted membership, as specified for the community council area, no community council will be established at that time. However, that does not preclude the local authority from issuing a second call for nominations for a community council area failing to meet the minimum membership requirement within 6 months of the closing date for the registration of the first call for nominations. 13. Method of Election Elections will be based on whole local authority areas or devolved administrative areas, as deemed appropriate. Ideally, elections will take place across whole local authority areas at one time. However, large local authorities may need to take an incremental approach to elections across Page 149 of 282
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Appendix 1 their area, over a specified period of time or cycle. Community councils shall be elected on a simple majority basis. 14. Filling of casual places/vacancies between elections Casual vacancies on a community council may arise in the following circumstances: • When an elected community council member submits their resignation; • When an elected community council member ceases to be resident within that community council area; • When an elected community council member has their membership disqualified (Clause 18). • On the death of an elected community council member. Should a vacancy or vacancies arise on a community council between elections, it shall be a requirement that the community council undertake appropriate election arrangements, in consultation with the local authority. Filling a vacancy can be undertaken either through the process of an interim election or by co-option. However, should circumstances arise that lead to the number of elected community councillors falling below HALF of the maximum permitted membership, the local authority shall be informed and shall undertake arrangements for an interim election to be held, as described within the Guidance Notes. 15. Co-option to Community Councils Co-opted members must be eligible for membership of the community council as detailed in Section 5 of the Community Council Scheme. They must be elected onto the community council by a two-thirds majority of the elected (general and interim) community councillors present and voting. Such co-opted members shall have full voting rights, with the exception of voting on co-option of members, and will serve until the next round of elections (general and interim). Notice of any proposed co-option procedure is required to be intimated to all of that community council’s members at least 14 days prior to the meeting when the matter will be decided. The number of co-opted members may not exceed a THIRD of the current elected (general and interim) community council membership. Should the ratio of co-opted to elected community councillors become greater than one third, due to any circumstances, an interim election process shall be triggered. Page 150 of 282
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Appendix 1 16. Additional Membership Associate Members Associate members may be appointed by a community council where there may be a need for individuals with particular skills or knowledge. These individuals do not have voting rights. Associate members may serve for a fixed period as determined by the community council or for the term of office of the community council that has appointed them. Associate members may also include representation from other constituted local voluntary organisations. Associate members are not required to be residents of the community council area. Ex-Officio Members Local Authority Councillors, MPs and MSPs whose wards or constituencies fall wholly or partly within the geographical area of the community council area shall be deemed ex-officio members of the community council. Ex-officio members shall have no voting rights on the community council. Youth Membership Each Community Council is able to appoint two youth members between the ages of 16-18. Youth members must live within the Community Council area. These members shall be in addition to the total membership of each Community Council but will be considered as full members of the Community Council. They will have full voting rights, with the exception of co-option and will be appointed for a two-year term. 17. Equalities The Equality Act 2010 makes it unlawful to discriminate against persons or groups on the grounds of the protected characteristics of race, sex, gender recognition, disability, age, sexual orientation, marriage and civil partnership, pregnancy and maternity, and religion or belief. Recognition should be given to the contribution of everyone participating in the work of the community council. Community councils must comply with Equal Opportunities legislation and should recognise and value diversity in their membership and in their communities, ensuring that equality of opportunity be given to every resident to have their knowledge, opinion, skill and experience taken into account. Consideration must also be given by the Community Council as to their meeting place, whether online or in-person. This must be in terms of accessibility and facilities for disabled users, as well as location, as far as practicable, to ensure that the needs of all members, visiting public or other additional members are met. Page 151 of 282
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Appendix 1 18. Disqualification of Membership Membership of a community council is invalidated should a community councillor’s residency qualification within that community council area cease to exist. If any member of a community council fails to attend any community council meeting, with or without submitting apologies, throughout a period of 6 months, the community council may terminate their membership. At the discretion of individual community councils, a period of leave of absence for community council members may be granted at any meeting of the community council. 19. Meetings The first meeting of a community council following a community council election, will be called by an independent Returning Officer approved by the local authority and will take place within 21 days of the date of the election, or as soon as practicable thereafter. The business of that meeting will include adoption of a Constitution and Standing Orders, appointment of office bearers and any outstanding business matters from the outgoing community council. The frequency of meetings will be determined by each community council, subject to a minimum of one annual general meeting and 6 ordinary meetings being held each year. The annual general meeting shall be held in a month of each year to be determined by the local authority. The quorum for community council meetings shall be one third of the current voting membership of a community council, or 3 voting members, whichever is the greater. An outline for the content of business that community councils should adhere to when holding ordinary, special and annual general meetings is contained within the Model Standing Orders. 20. Virtual Meetings Community Councils may decide to take an in-person, online or hybrid approach to their meetings, and the platform to be used for any meeting is for the Community Council to decide. Virtual meetings may include members of the public where this can be accommodated, but this is not mandatory and for each Community Council to determine. Whether or not they are able to attend, proper provision must be made to afford members of the public the opportunity to address the Community Council as set out in the following paragraph. An Agenda for the meeting shall be published in the usual way and all Members of the Community Council and members of the public invited, in advance, to submit comments on any Agenda item to the Community Council’s generic email address or by other appropriate means; such views to be considered by the Members dealing with the items of business. Comments may also be submitted during the meeting itself, Page 152 of 282
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Appendix 1 but the ability to receive comments in advance will assist the Community Council in managing a remote meeting. Minutes of the meeting and details of any decisions taken must be recorded, in writing, in the usual way and made publicly available. Video or audio recording of meetings can only take place with the clear consent of all present, such consent to be recorded in the written minutes. 21. Liaison with the Local Authority In order to facilitate the effective functioning of community councils, the local authority has identified an official to act as a Liaison Officer with community councils. Unless there is a specific agreement or an issue is a specific departmental issue, all correspondence between the local authority and the community councils should, in the first instance, be directed through that official. Community councils may make representations to the local authority and other public and private agencies, on matters for which it is responsible and which it considers to be of local interest. Representations should be made, in the case of statutory objections, such as planning or licensing matters, to the appropriate local authority official. On issues where a local authority department is consulting with community councils, representations should be made to the appropriate departmental officer. Community councils shall provide copies of their agendas and minutes within prescribed timescales to the Council via the local authority’s named official. 22. Resourcing a Community Council The financial year of each community council shall be provided for in the constitution of each community council and shall be from (to be determined by the local authority) to (to be determined by the local authority) in each succeeding year to allow for the proper submission of audited statement of accounts to the community council’s annual general meeting on a specified date. The Annual Accounts of each community council shall be independently examined by an examiner appointed by the community council, who is not a member of that community council. A copy of the independently examined statement of accounts/balance sheet shall be forwarded immediately thereafter the statement is approved at the community council’s annual general meeting, to a named official of the local authority. The named official may, at their discretion and in consultation with the Council’s Chief Financial Officer, require the community council to produce such records, vouchers and account books, as may be required. Each community council shall have the power to secure resources for schemes, projects and all other purposes consistent with its functions. Each community council shall be eligible to apply for grants for suitable projects through the local authority’s grant system. Page 153 of 282
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Appendix 1 The local authority may provide an initial administrative grant to community councils to assist with the operating costs of the community council. The grant shall be fixed at a minimum flat rate of £ (to be determined by the local authority) with an additional minimal -p. (to be determined by the local authority) per head of population. The local authority shall determine any additional support services/resourcing, such as: photocopying and distribution of community council minutes, agendas and free lets of halls for community council meetings, to suit local requirements. The local authority will review the level of annual administrative grant and other support to community councils following each local government electoral cycle. The local authority’s Liaison Officer shall facilitate advice and assistance to community councils and arrange for the establishment of a training programme for community councils on the duties and responsibilities of community council office bearers, the role of community councils, the functions of the local authority and other relevant topics. 23. Liability of Community Council Members Insurance is required for a Community Council to be operational. All Community Councils should arrange their own insurance. 24. Dissolution of a Community Council The terms for dissolution of a community council are contained within the Model Constitution. Notwithstanding these terms, should a community council fail to hold a meeting for a period of 3 consecutive prescribed meeting dates, or its membership falls below the prescribed minimum for a period of 3 consecutive prescribed meeting dates (during which time the community council and the local authority have taken action to address the situation), the local authority shall take action to dissolve that community council. Page 154 of 282
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Appendix 2 CODE OF CONDUCT FOR COMMUNITY COUNCILLORS The Code of Conduct for Community Councillors is based largely on the Code of Conduct for local authority councillors and relevant public bodies as provided for in The Ethical Standards in Public Life etc. (Scotland) Act 2000. Community Councillors, as elected representatives of their communities, have a responsibility to make sure that they are familiar with, and that their actions comply with, the principles set out in this Code of Conduct. The Code of Conduct and its principles shall apply to all Community Councillors and those representing the Community Council. These principles are as follows: • Service to the Community (Public Service) • Selflessness • Integrity • Objectivity • Accountability and Stewardship • Openness • Honesty • Leadership • Respect Service to the Community As a Community Councillor you have a duty to act in the interests of the local community, which you have been elected or nominated to represent. You also have a duty to act in accordance with the remit of the Councils Scheme for the Establishment of Community Councils, as set out by your local authority under the terms of the Local Government (Scotland) Act 1973. You have a duty to establish and reflect, through the Community Council, the views of the community as a whole, on any issue, irrespective of personal opinion. You should ensure that you are, within reason, accessible to your local community and local residents. Various mechanisms to allow the general community to express their views, i.e. email address, website, social media channels, suggestion boxes, community surveys and opinion polls should, where possible, be made available. Selflessness You have a duty to take decisions solely in terms of the interest of the community that you represent. You must not use your position as a Community Councillor to gain financial, material, political or other personal benefit for yourself, family or friends. Page 155 of 282
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Appendix 2 2 Integrity You must not place yourself under any financial or other obligation to any individual or organisation that might reasonably be thought to influence you in your representation of your community. If you have any private and/or personal interest in a matter to be considered by the Community Council, you have a duty to declare this and if deemed necessary by other members, withdraw from discussions and the decision making process with regard to that matter. You should not accept gifts or hospitality that may be seen to influence or be intended to influence your opinion or judgement. The offer and/or receipt of any gifts, regardless of form, should always be reported to and noted by the Secretary of the Community Council. Objectivity In all your decisions and opinions as a Community Councillor, you must endeavour to represent the overall views of your community, taking account of information which is provided to you or is publicly available, assessing its merit and gathering information as appropriate, whilst laying aside personal opinions or preferences. You may be appointed or nominated by your Community Council to serve as a member of another representative body. You should ensure that this Code of Conduct is observed when carrying out the duties of the other body. You are free to have political and/or religious affiliations; however you must ensure that you represent the interests of your community and Community Council and not the interests of a particular political party or other group. Accountability and Stewardship You are accountable for the decisions and actions that you take on behalf of your community through the Community Council. You must ensure that the Community Council uses its resources prudently and in accordance with the law. Community Councillors will individually and collectively ensure that the business of the Community Council is conducted according to the Council’s Scheme for the Establishment of Community Councils and this Code of Conduct. Community Councillors will individually and collectively ensure that annual accounts are produced showing the financial undertakings of the Community Council as set out in the Councils Scheme for the Establishment of Community Councils. They must also ensure that all resources are used efficiently, effectively and fairly and are used strictly for the purposes of Community Council business and for no other purpose. Page 156 of 282
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Appendix 2 3 Minutes of Meetings recording all actions and decisions made should be produced and circulated to all members of the Community Council as soon as possible after each meeting. Any breach of the Council’s Scheme for the Establishment of Community Councils as set out by your local authority under the terms of the Local Government (Scotland) Act 1973 may be reported to your local authority to determine what action, if necessary, should be taken. Openness You have a duty to be open about your decisions, actions and representations, giving reasons for these where appropriate. You should be able to justify your decisions and be confident that you have not been unduly influenced by the views and/or opinions of others. If you have dealings with the press, members of the public, including through social media channels, or others not directly involved in your Community Council, you should ensure that an explicit distinction is made between the expression of your personal views and opinions from any views or statement made about or on behalf of the Community Council. Honesty You have a duty to act honestly. You also have an obligation to work within the law at all times. You must declare any private interest relating to your Community Council duties and take steps to resolve any conflicts arising in a way that protects the interest of the community and the Community Council. Leadership You have a duty to promote and support the principles of this Code of Conduct by leadership and example, to maintain and strengthen the community’s trust and confidence in the integrity of the Community Council and its members in representing the views and needs of the local area. You must also promote social inclusion and challenge discrimination in any form. You should act to assist the Community Council, as far as possible, in the interest of the whole community that it serves. Where particular interest groups’ concerns are in conflict with those of other groups or other areas you should help to ensure that the Community Council is aware of them. Respect You must respect fellow members of your Community Council and those that you represent, treating them with courtesy, respect and in a non- discriminatory manner at all times. This should extend to any person you have dealings with in your capacity as a Community Councillor, regardless of their position. Page 157 of 282
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Appendix 2 4 Recognition should be given to the contribution of everyone participating in the work of the Community Council. You must comply with equalities legislation, including the Equality Act 2010, and ensure that equality of opportunity be given to every participant to have their knowledge, opinion, skill and experience taken into account. You should ensure that confidential material, including details about individuals, is treated as such and that it is handled with dignity and discretion and is not used for personal, malicious or corrupt purposes. Page 158 of 282
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Appendix 3 1 MODEL STANDING ORDERS 1. Meetings (all held in public) (a) Ordinary meetings of the COMMUNITY COUNCIL shall be held in the months of ..................................................... [to be entered]. Special Meetings may be called at any time on the instructions of the Chairperson of the community council on the request of not less than one-half of the total number of COMMUNITY COUNCIL members; or the receipt of a common written request (petition), signed by at least 20 persons, resident within the COMMUNITY COUNCIL area, to convene a special meeting for a particular matter or matters to be debated, it shall call such a meeting. A special meeting shall be held within 14 days of the receipt of the request made to the Secretary of the COMMUNITY COUNCIL. Annual general meetings are held annually. (b) The notice of ordinary and annual general meetings of the COMMUNITY COUNCIL, featuring the date, time and venue, shall be provided to each COMMUNITY COUNCIL member and the local authority’s named official by the Secretary of the COMMUNITY COUNCIL, at least 10 days before the date fixed for the meeting. 2. Minutes Minutes of the proceedings of a meeting of the COMMUNITY COUNCIL shall be drawn up within fourteen days from the date of that meeting, distributed in accordance with paragraph 4 of the Scheme of Community Councils and shall, following their approval, be signed at the next meeting of the COMMUNITY COUNCIL by the person presiding thereat and retained for future reference. 3. Quorum A quorum shall be one-third of the current voting membership of the COMMUNITY COUNCIL, or 3 voting members, whichever is the greater.’ 4. Order of Business (i) Ordinary Meeting The order of business at every ordinary meeting of the COMMUNITY COUNCIL shall be as follows: - (a) Recording of membership present and apologies received. (b) The minutes of the last meeting of the COMMUNITY COUNCIL shall be submitted for approval. (c) Any other item of business, which the Chairperson has directed, should be considered. Page 159 of 282
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Appendix 3 2 (d) Any other competent business. (e) Questions from the floor. (f) Chairperson to declare date of next meeting and close meeting. (ii) Annual General Meeting It will not be uncommon that the COMMUNITY COUNCIL has arranged for an ordinary meeting of the COMMUNITY COUNCIL to begin at the close of the annual general meeting, to enable any outstanding reporting on business matters to be heard; and for COMMUNITY COUNCIL members and members of the public to have an opportunity to bring matters to the attention of the COMMUNITY COUNCIL, possibly for inclusion on a future agenda. The order of business at every annual general meeting of the COMMUNITY COUNCIL shall be as follows: - (a) Recording of membership present and apologies received. (b) The minutes of the last annual general meeting of the COMMUNITY COUNCIL shall be submitted for adoption. (c) Chairperson’s Annual Report (and questions from the floor). (d) Secretary’s Annual Report (and questions from the floor). (e) Treasurer’s submission of Balance Sheet and Annual Accounts duly independently examined and certified correct (and questions from the floor). (f) Demit of current office bearers/election of office bearers. (g) Chairperson to declare date of next annual general meeting and close meeting. (iii) Extraordinary General Meeting The order of business at every extraordinary general meeting of the COMMUNITY COUNCIL shall be as follows: - (a) Recording of membership present and apologies received. (b) Business for debate, as described in the calling notice for the special meeting. (c) Chairperson to close meeting. Page 160 of 282
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Appendix 3 3 5. Order of Debate (a) The Chairperson shall decide all questions of order, relevancy and competency arising at meetings of the COMMUNITY COUNCIL and her/his ruling shall be final and shall not be open to discussion. In particular, the Chairperson shall determine the order, relevancy and competency of all questions from the public in attendance at meetings of the COMMUNITY COUNCIL raised at 4, above. The Chairperson in determining the order, relevance and competency of business and questions shall have particular regard to the relevance of the issue to the community and ensure that the discussion and proceedings are conducted in such a manner that decisions are reached in a democratic manner. The Chairperson shall have the power, in the event of disorder arising at any meeting, to adjourn the COMMUNITY COUNCIL meeting to a time he/she may then, or afterwards, fix. (b) Every motion or amendment shall be moved and seconded. (c) After a mover of a motion has been called on by the Chairperson to reply, no other members shall speak to the question. (d) A motion or amendment once made and seconded shall not be withdrawn without the consent of the mover and seconder thereof. (e) A motion or amendment which is contrary to a previous decision of the COMMUNITY COUNCIL shall not be competent within six months of that decision. 6. Voting (a) Voting shall be taken by a show of hands of those present and eligible to vote, with the exception that, at an annual general meeting, the election of office bearers may be held by secret ballot. (b) The Chairperson of a meeting of the COMMUNITY COUNCIL shall have a casting vote as well as a deliberative vote. 7. Alteration of Standing Orders A proposal to alter these Standing Orders may be proposed to the local authority to be altered or added to at any time by the COMMUNITY COUNCIL, provided that notice of motion to that effect is given at the meeting of the COMMUNITY COUNCIL previous to that at which the motion is discussed. The local authority shall have final discretion on any proposed change. 8. Committees The COMMUNITY COUNCIL may appoint such committees as it may from time to time decide and shall determine their composition, terms of reference, duration, duties and powers. Page 161 of 282
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Appendix 3 4 9. Suspension of Standing Orders These Standing Orders shall not be suspended except at a meeting at which three-quarters of the total number of COMMUNITY COUNCIL members are present and then only if the mover states the object of his motion and if two- thirds if the COMMUNITY COUNCIL members present consent to such suspension. Page 162 of 282
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Appendix 4 1 MODEL CONSTITUTION FOR COMMUNITY COUNCILS 1. Name The name of the COMMUNITY COUNCIL shall be ................................... (referred to as “the COMMUNITY COUNCIL” in this document). 2. Area of the Community Council The area of the COMMUNITY COUNCIL shall be as shown on the map attached to the local authority’s Scheme for the Establishment of Community Councils. 3. Objectives The objectives of the COMMUNITY COUNCIL shall be: (a) to ascertain, co-ordinate and reflect the views of the community which it represents, to liaise with other community groups within the area, and to fairly express the diversity of opinions and outlooks of the people; (b) to express the views of the community to the local authority for the area to public authorities and other organisations; (c) to take such action in the interests of the community as appears to it to be desirable and practicable; (d) to promote the well-being of the community and to foster community spirit; (e) to be a means whereby the people of the area shall be able to voice their opinions on any matter affecting their lives, their welfare, their environment, its development and amenity. 4. Role and Responsibilities In the discharge of their functions and the conduct of their business, the COMMUNITY COUNCIL and its membership shall have regard to their role and responsibilities as set out in paragraph 4 of the Scheme for the Establishment of Community Councils, approved by the local authority and the Community Councillors’ Code of Conduct. 5. Membership The COMMUNITY COUNCIL’S membership is as governed by paragraph 6 of the Scheme for the Establishment of Community Councils and as determined from time to time by the local authority. 6. Method of Election Election procedures shall be governed by the method of election laid down in paragraph 9 of the Scheme for the Establishment of Community Councils. Page 163 of 282
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Appendix 4 2 7. Casual Vacancies on the Community Council Where a vacancy arises which does not result in the number of COMMUNITY COUNCILLORS falling below the minimum number as specified in paragraph 14 of the Scheme for the Establishment of Community Councils, and at least 6 months has passed since the last election, the COMMUNITY COUNCIL may, if it considers it to be desirable, agree to:- (a) an extraordinary general meeting be held in order that the vacancy (and any other outstanding vacancies) can be filled, on the basis that such vacancies would be publicised, nominations invited and an election held where the number of candidates exceeded the number of places available. Interim elections will be administered by the local authority. (b) the filling of a vacancy by co-option with voting rights to a maximum of one quarter of the total membership of the community council as governed by paragraph 15 of the Scheme for the Establishment of Community Councils. (c) the vacancy to be left unfilled until local public interest is expressed or until the next set of regular elections. 8. Voting Rights of Members of the Community Council The right to vote at any meeting of the COMMUNITY COUNCIL or any committee thereof, shall be held by all COMMUNITY COUNCILLORS whether elected or co-opted, but not by Associate Members appointed for specific issues on a temporary basis, or ex-officio members. With the exception of circumstances which may arise under the Scheme for the Establishment of Community Councils: Clause 7 – Community Council Elections [Co-option]; and Constitution: Clause 16 – Alterations to the Constitution and its Clause 17 – Dissolution, all decisions of the COMMUNITY COUNCIL will be decided by a simple majority of those eligible to vote and present and voting. In the event of a vote of the community councillors that results in a majority not being achieved, the chairperson shall have a casting vote. 9. Election of Office-Bearers (a) At the first meeting of the COMMUNITY COUNCIL after elections in the year when elections are held and at the Annual General Meeting in (to be determined locally) in the year when elections are not held, the COMMUNITY COUNCIL shall appoint a Chair, Secretary, Treasurer and other such office-bearers as it shall from time to time decide. (b) All office-bearers shall be elected for one year, but shall be eligible for re-election, without limitation of time. Page 164 of 282
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Appendix 4 3 (c) Without the express approval of the local authority, no one member shall hold more than one of the following offices at any one time: Chairperson, Secretary or Treasurer. 10. Committees of the Community Council The COMMUNITY COUNCIL may appoint representatives to committees of the COMMUNITY COUNCIL and shall determine their composition, terms of reference, duration, duties and powers. 11. Meetings of the Community Council (a) The quorum for COMMUNITY COUNCIL meetings shall be at least one third of the current eligible voting membership, or 3 eligible voting members, whichever is the greater. (b) Once in each year in the month of (to be determined by the local authority) the COMMUNITY COUNCIL shall convene an annual general meeting for the purpose of receiving and considering the Chairperson’s annual report on the COMMUNITY COUNCIL, the submission and approval of the independently examined annual statement of accounts and the appointment of office bearers. (c) Including the annual general meeting, the COMMUNITY COUNCIL shall meet not less than six times throughout the year. (d) Dates, times and venues of regular meetings of the COMMUNITY COUNCIL shall be fixed at the first meeting of the COMMUNITY COUNCIL following ordinary elections and thereafter at its annual general meeting. Special meetings shall require at least 10 days public notice, either called by the Chairperson, or on the request of not less than one-half of the total number of COMMUNITY COUNCIL members. An officer of the local authority has the discretion to call a meeting of the COMMUNITY COUNCIL. (e) Copies of all minutes of meetings of the COMMUNITY COUNCIL and of committees thereof shall be approved at the next prescribed meeting of the COMMUNITY COUNCIL, but the draft minute shall be circulated within 14 days from the date of that meeting, to COMMUNITY COUNCIL members, other appropriate parties and the local authority’s liaison officer for COMMUNITY COUNCILS. (f) The COMMUNITY COUNCIL shall abide by its Standing Orders for the proper conduct of its meetings. Page 165 of 282
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Appendix 4 4 (g) The COMMUNITY COUNCIL has a duty to be responsive to the community it represents. Should the COMMUNITY COUNCIL receive a written request (petition), signed by at least 20 persons resident within the COMMUNITY COUNCIL area to convene a special meeting for a particular matter or matters to be debated, it shall call such a meeting within 14 days of receipt of such a request and advertise it in the manner prescribed locally for special meetings called by the COMMUNITY COUNCIL. (h) The COMMUNITY COUNCIL can meet to discuss items of business in private where it considers it appropriate to do so. The decision to meet in private will be agreed in advance and decided by a majority vote. Notice of such a meeting will be given to the public in the usual way. However, the Notice will record that the meeting, or a part thereof, shall be held in private. 12. Public Participation in the Work of the Community Council (a) All meetings of the COMMUNITY COUNCIL and its committees (subject to 11(h), above) shall be open to members of the public. Proper provision is to be made for the accommodation of members of the public and the opportunity should be afforded at each meeting to permit members of the public to address the COMMUNITY COUNCIL, under the guidance of the Chairperson. (b) Notices calling meetings of the COMMUNITY COUNCIL and its committees shall be posted prominently within the COMMUNITY COUNCIL area for a minimum period of ten days before the date of any such meeting, and, where possible, be advertised by other suitable means including COMMUNITY COUNCIL or local authority websites and social media channels where available. 13. Information to the Local Authority The local authority’s liaison officer shall be sent an annual calendar of the COMMUNITY COUNCIL’S prescribed meeting dates, times and venues, which should be agreed at the COMMUNITY COUNCIL’S annual general meeting, minutes of all meetings, the annual report, the annual financial statement and any other such suitable information, as may from time to time be agreed between the COMMUNITY COUNCIL and the local authority. When special meetings of the COMMUNITY COUNCIL are to be held, the local authority’s liaison officer should be advised of the date, time venue and subject(s) of debate of such meetings, at least 10 days in advance of the meeting date. Page 166 of 282
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Appendix 4 5 14. Control of Finance (a) All monies raised by or on behalf of the COMMUNITY COUNCIL or provided by the local authority and other sources shall be applied to further the objectives of the COMMUNITY COUNCIL and for no other purpose. The monies provided by the local authority in the annual Administrative Grant for administrative and other approved purposes shall be used only as prescribed. Monies raised from other sources may be used in accordance with the terms of this provision (so long as they are consistent with the objectives of the community council), or in the absence of such terms, for the furtherance of the objectives of the COMMUNITY COUNCIL. (b) The treasurer shall undertake to keep proper accounts of the finances of the community council. (c) Any two of three authorised signatories, who would normally be office- bearers of the community council, may sign cheques on behalf of the COMMUNITY COUNCIL. Authorised signatories may not be co- habitees. (d) A statement of accounts for the last financial year, independently examined by two examiners appointed by the COMMUNITY COUNCIL, who are not members of this COMMUNITY COUNCIL, shall be submitted to an annual general meeting of the COMMUNITY COUNCIL and shall be available for inspection at a convenient location. (e) The financial year of the COMMUNITY COUNCIL shall be from (to be determined by the local authority) until (to be determined by the local authority) the succeeding year. Examined accounts as received and approved by the COMMUNITY COUNCIL at the annual general meeting shall be submitted to the local authority following approval at the community council’s annual general meeting. 15. Title to Property Property and other assets belonging to the COMMUNITY COUNCIL shall be vested in the Chair, Secretary and Treasurer of the COMMUNITY COUNCIL and their successors in these respective offices. 16. Alterations to the Constitution Any proposal by the COMMUNITY COUNCIL to alter this Constitution must be first considered by a meeting of the COMMUNITY COUNCIL and the terms of the proposal to alter the Constitution shall be stated on the notice calling the meeting, which shall be issued not less than ten days prior to the meeting. Any proposed alterations may not prejudice the terms and objectives contained within the Scheme for the Establishment of Community Councils. Page 167 of 282
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Appendix 4 6 If the proposal is supported by two-thirds of the total voting membership of the COMMUNITY COUNCIL and is approved in writing by the local authority, the alteration shall be deemed to have been duly authorised and can then come into effect. 17. Dissolution If the COMMUNITY COUNCIL by a two-thirds majority of the total voting membership decides at any time that it is necessary or advisable to dissolve, it shall agree a date for a public meeting to be held to discuss the proposed resolution to dissolve. It is a requirement that not less than ten days prior to the date of such meeting a public notice be given by means of notification in the local newspaper as well as through COMMUNITY COUNCIL and local authority websites and social media channels, where available. If the resolution is supported by a majority of those persons present and qualified to vote and is approved by the local authority, the COMMUNITY COUNCIL shall be deemed to be dissolved and all assets remaining, subject to the approval of the local authority, after the satisfaction of any proper debts or liabilities shall transfer to the local authority who shall hold same in Trust for a future COMMUNITY COUNCIL representing that area. In the event that the COMMUNITY COUNCIL is dissolved under the above procedure, and twenty or more electors subsequently wish the re- establishment of a COMMUNITY COUNCIL for the area, these electors shall submit a requisition to the local authority in accordance with Section 52(7) of the Local Government (Scotland) Act 1973, on receipt of which the Returning Officer shall arrange for elections to be held in accordance with the Scheme for the Establishment of Community Councils. Where for any reason, the number of COMMUNITY COUNCIL members falls below the minimum specified in the Scheme for the Establishment of Community Councils the local authority may, by suspending the Constitution of the COMMUNITY COUNCIL, cause the COMMUNITY COUNCIL to be dissolved and in this event, the procedures for the establishment of a new COMMUNITY COUNCIL being those identified in the immediately preceding paragraph hereof, shall be initiated. Page 168 of 282
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Appendix 4 7 18. Approval and adoption of the Constitution This Constitution was adopted by .........……………......................... COMMUNITY COUNCIL, on ................................................................... Signed: Chairman ......................................................... ......................................................... Member ......................................................... Member ......................................................... Date and was approved on behalf of .................................................... Council on ......................................................... ......................................................... Signed ......................................................... Date Page 169 of 282
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Appendix 4 Good Practice Guidance for Community Councils and local authorities Page 170 of 282
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Appendix 5 Good Practice Guidance | 2 Contents Background 3 Introduction to Community Councils 4 Key policy developments and useful resources 9 Scheme of Establishment review process 13 Election procedures 15 Consulting with your local area 16 Campaigning on issues 19 Representing your community 21 Improving and encouraging youth membership 23 Training and development of Community Councils 25 Area forum membership 26 Planning 27 Core funding from local authorities 35 Non-financial support from local authorities 38 Consultation and decision-making process 39 Data protection 40 License applications 45 Equality, diversity and Community Councils 46 The role/remit of the Scottish and UK Parliaments 48 Annex A. Chair: Formal and enabling roles 50 Annex B. Guide timetable for a review of a council’s 52 ‘Scheme for the Establishment of a Community Council’ Annex C1. 54 Annex C2. 55 Annex C3. 56 Annex C4. 57 Annex D. 58 Annex E. Community Council information pages by 59 local authority Page 171 of 282
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Appendix 5 Good Practice Guidance | 3 Background This Good Practice Guidance Document is an update to the Guidance first published in 2009. The changes reflect updates to legislation and national policy and takes into account developments in digital engagement and communications since 2009. This document is a “living document” and its purpose is to support the Model Scheme of Establishment of Community Councils which has also been updated in 2023, along with the Model Constitution, Standing Orders and Code of Conduct. These three documents will be referred to as ‘associated documents’ throughout this guidance. This will enable both Community Councils and local authorities to work together to ensure that Community Councils have the capacity and capability to engage effectively in an open, transparent and inclusive manner. Working alongside other community organisations, this will enable them to represent their community and help inform strategic decisions from a grassroots level. The aim is that this guidance, and the Model Scheme of Establishment and associated documents will be updated as and when there are changes to legislation or to circumstances which require a response. This will be assessed regularly, but in the meantime community councillors and Community Council Liaison Officers (CCLOs) can submit any suggested changes and additions they think should be made to these documents by using this email address: scottishccsuggestionbox@improvementservice.org.uk This document will be of particular use for new community councillors as part of the induction process as it provides a comprehensive introduction to Community Councils and their workings, along with information provided locally by each local authority. A key development since 2009 is the Scottish Community Councils website which is also a useful resource for Community Councils seeking guidance on a variety of issues. The website includes more detailed information on issues contained within this guidance document, such as Community Council roles, responding to planning enquiries and community engagement. It also features regular news updates on sources of funding, consultations and other resources which might be of interest to Community Councils, along with case studies of successful Community Council projects. Training resources are also available through the Scottish Community Councils partnership with the Open University, which gives community councillors access to free courses on digital skills, business skills, finance and fundraising and community and society. There is also a social media guide, #FollowMe, which was published in 2022. You can also access information on a range of cost of living resources from national advice organisations as well as finding out what help is available from local councils. Page 172 of 282
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Appendix 5 Good Practice Guidance | 4 Introduction to Community Councils Community Councils were introduced through the Local Government (Scotland) Act 1973. The Act defined the purpose of a Community Council as: “to ascertain, co-ordinate and express to the Local Authorities for its area and to public authorities the views of the community which it represents, in relation to matters for which those authorities are responsible.” There are currently approximately 1,200 active Community Councils in Scotland. Community Councils can get involved in a wide variety of issues such as youth projects, environmental initiatives, upgrading of amenities and community improvements. This is just a small example of activities which might benefit their area, either working on their own or in partnership with other agencies. The boundaries of their communities are usually defined naturally, hence the name “Community Council”. The features and rules that describe these boundaries, including the number of Community Council representatives, the populations they represent, and their election procedures are determined by each parent local authority through their own Scheme for the Establishment of Community Councils. The Local Government Scotland Act 1973 empowered all local authorities to assist Community Councils, both with funding and administrative support. Page 173 of 282
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Appendix 5 Good Practice Guidance | 5 A Community Council can act as a campaigning body in raising awareness of specific local issues. They can be particularly useful in co-ordinating smaller, local organisations to ensure that resources are being used efficiently and effectively. The local authority, in return, has a duty to consult Community Councils on how local services are delivered and other issues affecting their neighbourhoods. Community Councils have the right to be consulted on planning applications in their areas and are also kept informed about licensing applications. The Community Empowerment (Scotland) Act 2015 also provides new statutory rights for Community Councils along with other community organisations. This includes Part 3 Participation Requests and Part 8 Common Good. The Planning (Scotland) Act 2019 has also strengthened Community Council’s engagement with the planning system. Examples of Community Council Activities Activities can include: ■ writing letters following a meeting of the Community Council in order to highlight an issue ■ attending meetings with public officials ■ holding a public meeting either at regular intervals or in response to a specific issue, or to find out what are the areas of concern within the community ■ carrying out surveys in the area, typically by using questionnaires ■ meeting with other Community Councils or other community groups ■ writing in response to a draft policy report or consultation document ■ receiving and responding to enquiries and problems raised by members of the public ■ sending representatives to attend a meeting of a council area committee, advisory group or regeneration partnership ■ producing a newsletter and distributing it to all homes in the area, or electronically via social media or the Community Council’s own website ■ arranging for public officials or others to attend future meetings of the Community Council ■ negotiating codes of practice with local authorities ■ arranging community events such as gala days, fetes, or clean up days Page 174 of 282
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Appendix 5 Good Practice Guidance | 6 Role of the Community Councillor The role of the community councillor is to represent the views of the community. This means not offering personal views and opinions on local issues or taking decisions that are based on self-interest. The role involves discussing issues with people in the community to clarify their views and assess the strength of their feelings on different topics. When representing members of the community on a particular interest, a community councillor must check out the facts of the situation before taking matters to the Community Council. There are two sides to every story, so make sure that both sides are put forward. There is little point in taking up time at meetings to discuss problems that are based simply on misunderstandings or misrepresentations of the facts. At some point it may be that you will find some conflict between your own personal views and interests and those of the community that you are representing. If such a situation does arise, try to make sure that the views of the community take precedence. Experience shows that if the views of individuals on the Community Council are allowed to take priority then the community will very quickly lose confidence in the Community Council and its work may subsequently be devalued. In some instances, it may be necessary and appropriate to declare an interest in the matter under discussion and to withdraw from that debate and decision-making. The task of any Community Council is to identify the needs and aspirations of its community and to take decisions that will lead to appropriate action in that community. At some point this might involve setting priorities on the competing or conflicting needs of different sections of the community. Competition and conflict are normal in any community, so you shouldn’t think of them as something that can be altogether avoided. What is important is that you approach competition or conflict in a fair and reasonable manner. This means taking a balanced view of your community’s needs and aspirations and giving a fair hearing to representatives from different interest groups in your community. In particular, you should try to avoid being influenced by prejudice or bias, whether in the sphere of race, religion, gender or any other of the “labels” which get attached to people and to local issues. Role of Office Bearers Each Community Council must have a Chairperson, a Treasurer and a Secretary – the office bearers – and these roles carry the most responsibility. The office bearers, as elected members representing their local communities, are responsible for the efficient and effective operation of the Community Council working within the local authority’s Scheme of Establishment for Community Councils. All members of the Community Council are equally responsible for the Community Council’s decisions and actions and may take on Page 175 of 282
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Appendix 5 Good Practice Guidance | 7 additional activities in support of the Community Council. The office bearers’ roles are described below: The Chairperson The Chair is elected in accordance with the rules set out in the Community Council’s own Constitution. The chairperson is responsible for ensuring that discussions are productive whilst adhering to the agenda, that meeting runs to time and that clear action points are set. In regular meetings the role of the Chair is a formal one, all speakers will be expected to address their comments to the Chair. This helps the Chair to keep control of the discussion. In Committee meetings, where proceedings need not be so formal, the Chair may be content simply to steer the general direction of the discussion – this may be described as an enabling role. The extent to which a Chair adopts one or the other of these will be dependent upon the circumstances at a particular time or occasion. Set out in Annex A are some of the characteristics of the two approaches. Perhaps most importantly of all, the Chair is expected to know the rules by which the Community Council functions and ensure that at all stages of its work the Community Council is operating in accordance with any procedures that are set down. In this context the Chair may be called upon to act as an arbiter when there is a disagreement about how the rules should be interpreted. It is important to recognise that the Chair’s role extends outwith the meeting itself. The Chair may be called upon to act on behalf of the Community Council between meetings, or to represent the Community Council in dealing with outside bodies. This role may also be delegated by the Community Council to other office bearers or members. The Vice Chair The Role of the Vice Chair is to stand in for the Chair when unable to attend a meeting and often the Vice Chair is the next “Chair in waiting”. The Secretary The Secretary ensures the smooth running of the Community Council by organising online or in person meetings, booking venues, setting the agenda and keeping minutes and records. The secretary also ensures effective communication between the Community Council and members of the public, the media and local authority officers. The Treasurer The Treasurer is responsible for maintaining the Community Council’s financial records, making payments on behalf of the Community Page 176 of 282
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Appendix 5 Council and any charities and/or other funds dispersed by the Council. This includes managing the bank account, ensuring money is only spent in a manner approved by the Community Council members as recorded in the minutes. The Treasurer ensures that any financial transactions are signed off by two persons authorised by the Community Council members as recorded in the minutes. It is good practice to have more than two authorised signatories, in the event of someone being unavailable at short notice. The Treasurer must keep proper accounts of all receipts and expenditure and prepare an Annual Statement of Accounts. Community Councils should use an independent, external examiner to approve the accounts. This need not be a professional accountant but should be someone who has some relevant knowledge and experience of finance. Another key role for the Treasurer is reporting and answering any questions raised by members of the Community Council or the public on the Statement, which must be formally approved at the next AGM. When the Statement is certified and approved, it should be sent to the local authority as part of the process of applying for the annual administration grant. The standard form of words for the Treasurer’s Certificate is: “I certify that the above accounts have been prepared by me and accurately reflect the financial provisions relating to the period …..” Good Practice Guidance | 8 Page 177 of 282
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Appendix 5 Good Practice Guidance | 9 Key policy developments and useful resources In recent years, there have been a number of policy developments which have an impact on the work of Community Councils and other community organisations. The information below is a starting point for Community Councils to help better understand the latest community empowerment tools and resources. Community Empowerment (Scotland) Act 2015 The Community Empowerment (Scotland) Act 2015 provides a legal framework that promotes and encourages community empowerment and participation, by creating new rights for community bodies and placing new duties on public authorities. There are 11 policy parts in the Act coming into force at different times. The legislation is available here: Community Empowerment (Scotland) Act 2015 The following parts of the Act will be of particular interest to Community Councils. Community Planning Community Planning forms Part 2 of the Act and came into force 15 April 2016. It places community planning partnerships on a statutory footing and imposes duties on community planning partners around planning and delivery of local outcomes. Community planning is about how public bodies work together, and with local communities, to design and deliver better services that make a real difference to people’s lives. Community Councils are not specifically mentioned in the Part 2 but will be one of the many key partners to influence and engage with the process. More information is available here: Community planning - Improving public services Participation Requests Participation Requests form Part 3 of the Act and came into force on 1 April 2017. Community Councils are listed as a Community Participation Body which is the term given to the group of people who can make a Participation Request to a Public Service Authority. If required, Participation Requests can help to start a dialogue and contribute to decision-making processes to improve outcomes. More information is available here: Participation requests - Community empowerment Guides, tools and templates to make the most out of Participation Requests can be found on the Scottish Community Development Centre website here: https://www.scdc.org.uk/participation-requests Page 178 of 282
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Appendix 5 Good Practice Guidance | 10 Community Right to Buy Land Community Right to Buy Land forms Part 4 of the Act and came into force on 15 April 2016. It extends the community right to buy to all of Scotland and introduces a new provision for community bodies to purchase neglected, abandoned or detrimental land where the owner is not willing to sell that land. Community Councils are not mentioned in the Act but will want to have an awareness and knowledge of this important piece of legislation. More information is available here: Community right to buy - Land reform Community Asset Transfer Asset Transfer forms Part 5 of the Act and came into force on 23 January 2017. Eligible community bodies named Community Transfer Bodies, can request to buy, lease or have other rights in land, including buildings or other structures on land, which is owned or leased by Relevant Authorities. Due to the composition of Community Councils, they are not listed as an eligible body in the Act. However, Community Councils are uniquely placed at the centre of their communities and can play a key role by giving Community Transfer Bodies advice on the wider aspects of community priorities or local plans. More information is available here: https://www.gov.scot/ policies/community-empowerment/asset-transfer/ Expert advice and support is provided by the Community Ownership Support Service (COSS) and more information is available here: About COSS | DTAS Community Ownership Support Service Common Good Common Good forms Part 8 of the Act and came into force on 15 April 2016. It places a statutory duty on local authorities to establish and maintain a register of all property held by them for the common good and publish their proposals. The Act requires that local authorities consult with the local community when it is planning to dispose of Common Good property or change its use and Community Councils are listed in the Act at Section 105 (5). More information is available here: Common good property: statutory guidance for local authorities In addition to the above, there are a number of other ways outwith legislation that Community Councils can play a key role in either participating directly, or by providing support for local community initiatives. Examples are as follows: Participatory Budgeting Participatory budgeting (PB) is an internationally recognised democratic tool, which enables local people to have a direct say on how public money is spent. PB is delivered in partnership with local authorities, communities and third sector organisations. Community Page 179 of 282
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Appendix 5 Good Practice Guidance | 11 Councils across Scotland have led on successful PB initiatives in their local community. The Scottish Community Development Centre hosts the PB Scotland website and more information is available here: PB Scotland - Participatory Budgeting in Scotland Social Impact Pledge The Social Impact Pledge was launched in 2016 and asks public sector organisations across Scotland to commit to increasing their social impact, by offering practical support to benefit the community. A pledge can be as practical as offering a free meeting space for community organisations, offering increased work experience for students and young people, allocating paid free time for staff to support community fund raising or providing opportunities for young people to experience a Board meeting or shadow a Board member. The Scottish Community Development Centre hosts the Social Impact Pledge and more information is available here: http://www. communityscot.org.uk/social-impact-pledge/ The National Standards for Community Engagement The National Standards for Community Engagement are good- practice principles designed to support and inform the process of community engagement and improve what happens as a result. The Standards were revised in 2016 and 2020 to guide thinking on how to engage effectively with communities, in particular following recovery from the Covid-19 pandemic. More information is available here: National Standards for Community Engagement VOiCE (Visioning Outcomes in Community Engagement) was refreshed in 2021 and it continues to be a very well-used online platform for planning and evaluating community engagement within the public, voluntary and community sectors and may be a useful tool for Community Councils. The Engaging With our Communities to Support Recovery and Renewal resource looks at good practice in engaging digitally. Although initially written to support Covid-19 recovery, the information is also relevant to digital engagement in a wider context. Community Development Community development helps people come together to take action on what is important to them and helps communities to organise and identify the issues they want to address, or the opportunities they want to explore. Community Councils may want to engage with the key national organisations for community development in Scotland. Website links are as follows: Scottish Community Development Centre: SCDC - We believe communities matter Community Development Alliance Scotland: Community Development Alliance Scotland Page 180 of 282
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Appendix 5 Scottish Community Development Network: SCDN | Scottish Community Development Network International Association for Community Development: IACD Global Community Learning and Development Standards Council: CLD Standards Council for Scotland | Professional Learning Communities Channel Scotland The Communities Channel Scotland website Is a trusted source of information and a one stop shop for communities seeking up to date and relevant information. stories and learning to inform their efforts to improve their community. Community Councils may find it helpful as it provides information on funding sources and provides inspiring local initiatives. More information is available here: http://www.communityscot.org.uk/ Good Practice Guidance | 12 Page 181 of 282
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Appendix 5 Good Practice Guidance | 13 Scheme of Establishment review process This step-by-step guide is designed to support local authorities and Community Councils through the process of reviewing their local Scheme for the Establishment of Community Councils. It is also supplemented by a suggested timetable of the decision-making process, and draft Public Notices for the execution of a review process which can be found in the annexes of this document. The statutory basis for establishing Community Councils is set out in Sections 51 to 55 of the Local Government (Scotland) Act 1973 here: Local Government (Scotland) Act 1973 This is supplemented by Section 22 of the Local Government etc. (Scotland) Act 1994 here: Local Government etc. (Scotland) Act 1994 Decision to amend a Scheme There can be several reasons for a local authority to consider the amendment of their Scheme, most commonly a changing local landscape or demographic shifts. The following provides step by step actions to take: 1. A Special Council meeting (please note that all of the Council meetings referred to in this section should be Special Council meetings, held for that purpose. The most common mechanism for this is that the Special Council meetings are held immediately before the calendared Council meetings) considers a report on the intention to amend its Scheme for the Establishment of Community Councils under Section 53. - (1) of the Local Government (Scotland) Act 1973. 2. Upon approval of the report, a Public Notice is published in the local Press to that effect, with an at least, eight-week consultation period for any representations to be made on the: ‘draft amended areas and composition of the Community Councils’. 3. A Special Council meeting considers a report on the outcome of the consultation exercise on the draft amended areas and composition of the Community Councils and the contents of a proposed draft amended Scheme. 4. Upon approval of the report, a second Public Notice is published in the local Press to that effect, with an at least eight-week consultation period for any representations to be made on the: ‘draft amended Scheme’. 5. A Special Council meeting considers a report on the contents of a draft amended Scheme and its adoption. 6. Upon approval of the report, a third Public Notice is published in the local press to that effect, with a commonly four-week consultation period for any final representations to be made on the draft amended Scheme, together with associated documents, including Community Council boundaries. Page 182 of 282
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Appendix 5 Good Practice Guidance | 14 7. A Special Council meeting considers final representations and agrees the ‘Amended Scheme for the Establishment of Community Councils’. 8. A fourth Public Notice is published ‘of the Scheme in its amended form together with Public Notice of such a Scheme as it applies to each proposed area, by exhibition in that area, and any such notice shall contain an invitation to electors in the area concerned (*where there is currently no Community Council established) to apply in writing to the local authority for the establishment of a Community Council in accordance with the amended Scheme’. The already established Community Councils operate as normal under the new Scheme until their new prescribed election dates come around. Please note that there may be instances when a consultation period does not attract any or any substantive representations. However, as the legislation illustrates a staged approach to the process, the most common complete statutory review period would be an initial eight weeks, followed by a second eight-week period and finally four weeks for final consultation. *No invitation to petition the Council for the establishment of a Community Council is required for currently established Community Council areas as the new Scheme would automatically come into force for them to continue as normal. Included in Annex B is a Timetable Guide for a review of the Scheme of Establishment. Included in Annex C are examples of Public Notices for each stage of the review process. Page 183 of 282
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Appendix 5 Good Practice Guidance | 15 Election procedures Elections are the key to ensuring appropriate and effective representation is achieved for Community Councils. Elections are therefore to be encouraged and Community Councils should receive appropriate support to administer elections where needed. This guidance outlines best practice that is recommended to be followed when undertaking Community Council elections. Other elements that need to be adhered to may be detailed in the Local Authority’s own Community Council Scheme. Voting for candidates for election to a Community Council may take the following form: ■ Secret ballot utilising ballot papers and box. ■ Show of hands The notice declaring the intention to conduct an election and seeking nominations of candidates for election to the Community Council must be publicly advertised at least 28 days before the date on which the election, by whatever form, is to take place. The notice must contain details of: ■ the name and address of the person responsible for issuing and receiving nomination forms; ■ the closing date and time for receiving nomination forms which must be at least fourteen days before the election takes place; ■ the closing date and time for receiving application forms for inclusion in the supplementary roll which must be at least fourteen days before the election takes place; and ■ the date on which elections will take place and the statement as to how the election will be run Community Council elections can be completed without a ballot. If the number of nominations received does not exceed the number required to establish the Community Council, then all those nominated will be considered duly elected without the need for a ballot. There are three types of Community Council election: ■ Establishing a Community Council – this begins with receipt of a petition and seeks to establish a Community Council where one has not previously existed. ■ Re-establishing an existing Community Council as part of the usual election cycle. ■ Interim election process to fill vacancies – this is a response to vacancies arising and can be filled at any time. Page 184 of 282
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Appendix 5 Good Practice Guidance | 16 Consulting with your local area Community Councils need to make every effort to communicate with all the residents living in the community. There are two parts to this duty: firstly to seek their views; and secondly to keep them informed of the Community Council’s work as their elected representatives. This is a positive duty. Fulfilling it will immensely improve the service you give to the community. Here are some examples: ■ Ensure your local authority is giving you the support you need to fulfil your duty through regular engagement with your Community Council Liaison Officer (CCLO) ■ Include main contact details in all correspondence issued from your Community Council. Always invite contact and encourage feedback. ■ Whenever possible, restate the ways constituents can contact you. Make this as easy as possible for them by offering multiple contact routes e.g. email, telephone, social media or a suggestion box in a key community location. ■ Create a website or ensure your details are included on the Local Authority website. List contact details and show the date, time and venue of meetings, and the agenda. Include the minutes of all previous meetings. ■ Look into using social media channels to publicise the work of the Community Council and to share information about upcoming meetings. You can use the #FollowMe social media guide for Community Councils to help you decide which channel is best for you. ■ Collate a database of e-mail addresses for constituents. Ask for permission to send them e-mail bulletins seeking their views and reporting your actions. ■ Display Community Council contact details in all public buildings. Include information on what you do and how you can help. Secure space in any local newsletters, including local authority publications. You might want to do this collectively among all the Community Councils in your area. Invite and encourage the local press to attend meetings. Issue press releases on matters of local interest and communicate with the local media through your social media channels. Consider appointing an individual to handle social media channels and media relations. ■ Whenever you have a change of office bearers, let the local press know and contact any local organisations you have worked with. This communication should indicate the new bearers and reinforce the status, work and approachability of your Community Council. Do the same after every Community Council election. Page 185 of 282
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Appendix 5 Good Practice Guidance | 17 ■ Hold surgeries for the community in public venues. For example, these could be community premises, local supermarkets or libraries. Advertise these in the local press and online well in advance and again closer to the time. Experiment with times, days and venues, and with the format of the surgery. Always have at least two community councillors present. ■ Create and issue surveys at least once per year. Ask questions about the community’s perceptions of you, of their community and their quality of life. Ask what you can do to improve the community. Find out what their priorities are. Be sure to include questions on the issues that will be important to your constituents in the future even if the details are not fully known. These surveys can be issued via email, social media and your website, as well as via printed papers in libraries or community centres in your area. Consider shorter, faster surveys on individual issues of significant local importance as they arise. The responses will be very important in helping you demonstrate how you speak for the community. ■ Hold public meetings (in the true sense – all meetings of Community Councils are by law open to the public) whenever there is an issue of sufficient local importance. Monitor the attendance in terms of whether it representatively reflects the community – age, sex, area of residence, overall numbers and so on. ■ Place suggestion boxes in prominent, busy local venues, as well as inviting online suggestions via email, social media and the website. Always respond to comments left when the person gives contact details. Regularly report comments at full Community Council meetings. ■ If possible, deliver flyers or leaflets door to door. This is also an excellent way for community councillors to get to know their constituents, and vice versa. If there is a local community radio station, consider using it to promote the work of the Community Council. ■ Word of mouth and informal personal contact is a common practice and has its place. However, it is the least objective method of discovering the community’s views and should not be relied upon wholly when the Community Council make important decisions. ■ Use Plain English and explain any professional terminology or “jargon” used in all Community Council publications and correspondence to ensure that information is easy to understand. ■ The Scottish Community Development Centre (SCDC) has developed a number of resources to help with community engagement, including the National Standards for Community Page 186 of 282
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Appendix 5 Good Practice Guidance | 18 Engagement, which outline good-practice principles designed to improve and guide the process of community engagement. Remember: ■ Always make it easy for the public to contact you ■ Always seek comments and opinions from the community ■ Evaluate your effectiveness regularly ■ Never let the personal opinions of individual community councillors replace the views of your community ■ Always adhere to the principles of the Community Councillors Code of Conduct Page 187 of 282
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Appendix 5 Good Practice Guidance | 19 Campaigning on issues How does a Community Council decide which issues it will consider and how to pursue them? You will be presented with a large variety of issues and problems. Some will affect a single member of the community, others the entire community and beyond. Your Community Council must try its best to make a balanced decision on what issues it will tackle and how. ■ Start by applying the “community benefit” test. Your actions should be directed towards securing the most positive results for the greatest number of local people, so long as the minority is not adversely affected When faced with a number of issues, give first and most attention to those that affect the most people and on which you can realistically have a positive effect. ■ Begin by gathering information. Decisions made without information, by prejudging the issue or by making assumptions, are bad for your community and your reputation. Find out the key points and then find out what local people feel about it. ■ Base your Community Council’s position on the views of or benefit to the majority of citizens. The Community Council can play a role in making sure local people have access to balanced information and discussions to inform their views ■ Be honest and realistic about whether you can do something about the issue. What influence can you have on the issue and those involved and what action can you take to bring about change? Can you secure professional advice on technical aspects that would help you make your case? Research the person/ organisation you want to influence – how can you engage with them to reach the desired outcome for the community? ■ Decide what results you want. Be specific. Know why you want each of these results and exactly how they will meet the conditions above about benefit to the community. ■ Figure out how to reach these objectives and monitor your activity. Assess how you can tell when you have achieved your objectives. ■ An issue does not need to have only two opposing sides. Could your Community Council be an independent mediator bringing opposing factions together? ■ Avoid allowing the Community Council to become the vehicle for any campaign that is not the evident will of the majority of community. When and if that is established, maintain that position and do not let your Community Council become the venue for constant debate about the issue’s merits. Nor should any single issue overwhelm your meetings. ■ When you have determined the official position of your Community Council on an issue, you should not alter it unless there is a material change in evidence or circumstances. Page 188 of 282
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Appendix 5 ■ A community councillor who becomes publicly associated with a particular position in a way that may be seen to prejudice the Community Council on an issue must declare their interest to the Community Council and not take part in any activity associated with it. ■ You may choose to appoint a special committee to co-ordinate your action on a particular issue with appropriate delegated authority. Make sure the committee has a clear remit and set clear instructions on what it may do or not do without the prior approval of the whole Community Council. Good Practice Guidance | 20 Page 189 of 282
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Appendix 5 Representing your community Communities want to see how their views are being reflected in the decisions made on their behalf by Community Councils. This can be achieved in a number of ways: ■ Minutes of Community Council meetings – minutes should accurately reflect the business at a meeting and the decision that was reached. This decision should be made on the basis of known community opinion (evidenced where possible) to clearly show to both the local community and other outside bodies, such as the local authority, that the community have been listened to and their view(s) accurately reflected. ■ Community Council meetings – this is the clearest way for Community Councils to share the known views of the community and to demonstrate to those in attendance that they are being listened to. The Annual General Meeting (AGM) is a great opportunity to promote the work that the Community Council has done over the preceding year. ■ Public (subject specific) meetings – where these reflect areas of local concern it demonstrates to the community that they are being listened to and consulted, that their concerns are being acknowledged and that action is being taken where appropriate on their behalf ■ Attendance at public sector agency meetings – such attendances should be reflected in the minutes to identify where community councillors have attended on behalf of their community. Issues/ opinions expressed by the community councillor should be reported back to the community through the minutes. ■ Newsletters/public notices – useful to engage and share information but also to gather local views and identify how local views have shaped the views/work of the Community Council. ■ Website and social media – these are increasingly important channels to ensure that you are reaching a wide cross-section of your community. As well as sharing information, they can also be a useful resource for gathering opinions from local people. ■ Membership – encourage membership from across the geographical Community Council area reflecting the make-up of the community it represents. The Community Council should strive to be diverse and inclusive in its membership and leadership to ensure that all members of the community are represented. ■ Communication channels – a Community Council should communicate regularly with community members to keep them informed about their activities, upcoming events, and issues affecting the community, as well as establishing communication channels with key public and third sector organisations in the area. Examples of communication media include notice boards, posters in local shops, suggestion boxes and online via email, newsletters, social media, forums and virtual notice boards. Good Practice Guidance | 21 Page 190 of 282
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Appendix 5 ■ Consultation – it is important for Community Councils to represent local views through various mechanisms including consultation where possible. ■ All information produced should be available as widely as possible and easily accessible. It is also important that the Community Council seeks out the most effective ways to engage with the residents so that members of the public can inform the Community Council of issues which they would like to see discussed and make their views known. When establishing views, community councillors should canvass local opinion but be careful not to be perceived as orchestrating campaigns unless endorsed by the community. Community Councils should be aware that it is often only a vocal minority who make representations but that their responsibility is to represent the views of the whole community. Good Practice Guidance | 22 Page 191 of 282
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Appendix 5 Improving and encouraging youth membership Ever since they were established, many Community Councils have struggled to attract and sustain the involvement of young people. The Model Scheme of Establishment now allows for young people aged over 16 to become full community councillors, with full voting rights, which has gone some way towards addressing the difficulties in attracting young people to the role. Community Councils may also allow young people under the age of 16 to become associate members, but this should be done by working with local schools to ensure child protection issues are adhered to. Article 12 in the United Nations Convention for the Rights of the Child (UNCRC) states that young people who are capable of forming their views, should have the right to express these views freely: https:// www.cypcs.org.uk/rights/uncrc/articles/article-12/ The Scottish Parliament passed the United Nations Convention on the Rights of the Child (Incorporation) (Scotland) Bill in 2020, with the aim of enshrining UNCRC principles into Scots law. However, the UK Supreme Court ruled that certain aspects of the UNCRC Bill were outwith the powers of the Scottish Parliament, which means that the Scottish Government has to find a way to bring the UNCRC Bill within their powers so it can become law in Scotland. There are number of organisations in Scotland which can provide help and guidance to Community Councils who want to increase youth involvement, as well as contacting local schools and the local authority. Youth Scotland: https://www.youthscotland.org.uk/ Youthlink Scotland: https://www.youthlink.scot/ Scottish Youth Parliament: https://syp.org.uk/get-involved/join-us/ Young Scot: https://young.scot/ Children and Young People’s Commissioner Scotland: https://www.cypcs.org.uk/ Children’s Parliament: https://www.childrensparliament.org.uk/ Scottish Alliance for Children’s Rights: https://www.togetherscotland.org.uk/ Community Councils can stimulate young people’s interest by promoting their elections amongst youth groups, pupil councils and student associations all of which are likely to have young people who may be interested in getting involved in the local democratic process. Local authorities are responsible for promoting active citizenship as part of the school curriculum and this should be linked to the Community Council election process. Community Councils may also want to consider appointing young people as associate members without voting rights, for the specific purpose of representing young people’s views. Good Practice Guidance | 23 Page 192 of 282
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Appendix 5 Community Councils also need to consider how they will ascertain and represent the views of young people. If this cannot be achieved in the direct ways described above, then Community Councils can work in partnership with the local authority and other agencies that have direct contact with young people to gather their opinions. Good Practice Guidance | 24 Page 193 of 282
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Appendix 5 Training and development of Community Councils Training may be provided in-person or online by the local authority. There is also a training portal available on the Scottish Community Councils website, which gives community councillors free access to Open University courses on range of useful subjects. The aim of training and development is to enable community councillors to develop their individual skills, build their capacity to engage with public agencies and acquire new skills. This will enable each member to participate as fully as possible in the work of the Community Council, bringing added benefit their communities. Basic training needs can include roles and responsibilities, policy and procedure, licensing, planning and other relevant topics. Specific training needs can include chairing meetings, keeping financial records and writing minutes. Training must be delivered and targeted at the needs of the individual or the Community Council as a whole. Training could be delivered by: ■ Community Council Liaison Officers. ■ Individual local authority departments such as planning. ■ Outside agencies such as third sector interfaces (TSI), Scottish Community Development Centre (SCDC), Planning Aid Scotland and the Scottish Community Councils project managed by the Improvement Service ■ Community Councils themselves through peer support Good Practice Guidance | 25 Page 194 of 282
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Appendix 5 Good Practice Guidance | 26 Area forum membership Community Councils in several local authority areas across Scotland have formed themselves into Forums or Associations. Forums tend to receive support from the local authority, either through grant funding, or more typically through in-kind support in the form of staff time, venue provision, and administrative resourcing. Why have a Community Council Forum? A Community Council Forum can be a support group for all Community Councils within a local authority area - particularly those who are newly established - providing an informal source of knowledge and experience. It can also enable its constituent members to exchange information, and to identify common issues. By working together, Community Councils can amplify their voices and advocate more effectively for their neighbourhoods. Joint forums can also facilitate communication and build relationships between different community groups, helping to create a more cohesive and connected community. Forums can provide a channel for Community Councils to act together. What does a Community Council Forum do? The typical aims of a Community Council Forum are: ■ Promote the role, effectiveness and status of Community Councils ■ Facilitate communication and collaboration between different Community Councils ■ Share information and resources about local issues and concerns ■ Enhance the capacity of Community Councils to effectively represent their neighbourhoods and address local concerns ■ Be a voice for Community Councils within a local authority area ■ Provide a forum for discussion of matters of common interest to Community Councils ■ Consult with representatives of Community Councils in other areas on matters of mutual interest ■ Promote civic engagement and participation in local government in partnership with the local authority and other public agencies ■ Identify opportunities for joint initiatives or projects that can improve the quality of life in the community. ■ Foster a sense of community and belonging among residents ■ Provide a platform for residents to voice their concerns and have their voices heard by local decision-makers Page 195 of 282
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Appendix 5 Good Practice Guidance | 27 Planning The planning system and the role of the Community Council This section provides a brief introduction to key aspects of planning, as Community Councils play a valuable role within the planning system. A number of links are included to help enhance understanding and knowledge that may be useful for Community Councils. The planning system is a devolved matter. The Scottish planning system is overseen and operated by Scottish Ministers and planning authorities in Scotland, which are the 32s and two national park authorities. The planning system is about creating better places and taking decisions on the infrastructure that is needed and assets to be protected for the benefit of future generations. The planning system improves places through identifying the types of development that should be supported. Development is defined in the planning act as “the carrying out of building, engineering, mining or other operations in, on, over or under land, or the making of any material change in the use of any buildings or other land”. This could be a new building or a change to an existing building, for example change of use from a house to a shop. Community Councils are most likely to be involved in representing their community’s views in the preparation of Local Development Plans (LDPs) and commenting on planning applications. Particular attention should be given to providing an input into Local Development Plans as they form the basis of all decisions made on planning applications. Further information about the planning system is available from the Scottish Government website. Key Terms used in this document: ■ Appeals – the process of challenging certain decisions. ■ Enforcement – investigating development that may not have relevant permission or may not accord with permission in place. ■ Engagement – including people and organisations in the planning system. ■ Development Management – the process of deciding whether to grant or refuse development proposals. ■ Development Plan – this is the National Planning Framework 4 and the Local Development Plan. The development plan forms the basis of decision making on planning applications. ■ Local Development Plan – sets out where development should and shouldn’t happen in the places they cover. Prepared by planning authorities. ■ National Planning Framework 4 – a long term plan for Scotland Page 196 of 282
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Appendix 5 Good Practice Guidance | 28 setting out where development and infrastructure is needed and contains national planning policies. Prepared by the Scottish Government. ■ Permitted Development Rights – a range of development that may be undertaken without a planning application being needed. Legal framework The planning system operates within Town and Country Planning (Scotland) Act 1997 (as amended, most recently by the Planning (Scotland) Act 2019). The planning system in Scotland is plan-led. The law says that decisions on planning applications are to be made in accordance with the development plan, unless material considerations indicate otherwise. Planning Policy National planning policy is contained within National Planning Framework 4 (NPF4). It also sets out a spatial strategy for Scotland’s long-term development. Local planning policy may be found in the Local Development Plan. The vision of NPF4 is to give priority to the climate emergency and nature crisis. It signals the key priorities for ‘where’ and ‘what’ development should take place at a national level and is combined with national planning policy on ‘how’ development planning should manage change. NPF4 is part of the Development Plan (See ‘Development Planning’ section). Because of this there is no need to repeat those policies in LDPs. Therefore, there is an expectation LDPs will be focused on showing (including through maps) the spatial implications of national policy for different places. It is anticipated that limited policies and written text will be needed in LDPs. Policy advice on implementing planning legislation (either the Act or secondary legislation and regulations) can also be found in Planning Circulars or guidance. Development Planning The Development Plan is formed of the National Planning Framework and the Local Development Plan (LDP) for the area. Development Plans set out how our places will change into the future, including where development should and shouldn’t happen. LDPs should consider the ambitions and outcomes for an area, looking 20 years ahead. It is expected that LDPs will be focused on showing the spatial implications of national policy for different places. LDPs identify sites for development as well as those that should be protected. Page 197 of 282
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Appendix 5 Good Practice Guidance | 29 Community Councils should pay particular attention to inputting their community’s views into the preparation of Development Plans. This is because the Development Plan will form the basis of all decisions made on planning applications. (See ‘Development Management’ section) Community Councils should be aware of the Development Plan Scheme, which is published by the planning authority annually and sets out the programme for the preparation of the Local Development Plan. It will include a Participation Statement that highlights ways that people, and Community Councils can get involved. Development Plans are reviewed on a ten-year cycle. However, with the adoption of National Planning Framework 4, it is anticipated that all planning authorities will have a new Local Development Plan in place by 2028. Community Councils will be able to contribute to a variety of stages of the Local Development Plan preparation, including the evidence report and proposed plan. Community bodies are now able to prepare Local Place Plans. These enable community aspirations for their place to be set out. Where available and registered these will be taken into account by the planning authority in the preparation of the Local Development Plan. Community Councils may also be community bodies for the purposes of Section 19 of the Community Empowerment (Scotland) Act 2015 but should confirm whether that is the case before starting to prepare a Local Place Plan. Further guidance is available: Local Development Planning Guidance 2023 (weblink to follow) Circular 1/2022: Local Place Plans http://www.ourplace.scot/ Development Management Development management is the process of deciding whether to grant or refuse planning permission and other related consents. Planning applications may be approved, approved with conditions, or refused. Primary responsibility for dealing with planning applications and local planning matters rests with the local planning authority. Decisions on planning applications are made in accordance with the Development Plan and relevant material considerations. The planning authority consider what ‘weight’ to apply to material considerations in making their decision. In reaching a decision on a planning application, the planning authority is expected to have regard to all material factors, including consultee views and representations submitted to them. Page 198 of 282
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Appendix 5 Good Practice Guidance | 30 Material considerations are things that essentially are relevant to the application being made and relevant to planning. For example, littering isn’t generally controllable through the planning system so isn’t likely to be a material consideration, while additional noise from a particular type of new use is potentially controllable through the planning system so could be a material consideration. Scottish Ministers have a general power to call in any live planning application or appeal for their own determination. In practice though, Ministers will exercise this power sparingly, and only where issues of national importance are raised, recognising and respecting the important role of local authorities in making decisions on the future development of their areas. There are different types of planning application, including applications for: ■ Planning permission (some-times known as ‘full’ planning permission, and all the details of the proposal are included) ■ Planning permission in principle (considers the principle of development and full details of the development are not provided) ■ Approval of matters specified in conditions attached to a planning permission in principle (which do not consider the principle of development but look at the details only). In addition, there is a hierarchy of developments for which there are different handling procedures for the associated planning applications: ■ National (defined by the National Planning Framework); ■ Major (Defined by the Hierarchy of Developments; and ■ Local (not National or Major). The planning authority’s Scheme of Delegation identifies which applications will be decided by officers of the authority and which will be decided by committee. For National and Major developments one procedural difference is that pre-application consultation (PAC) is required, including with the Community Councils whose area includes or adjoins the land for the proposal. The purpose of PAC is to give communities early awareness of proposals and an opportunity to engage with the prospective applicant, before the proposal is finalised for application. Though the applicant decides what the proposal in the application will be, this early engagement can help address potential concerns about a development. The planning authority will send Community Councils in its area a weekly list of planning applications. These lists will likely cover the whole planning authority area, not just the Community Council area. Community Councils may request formal consultation on particular applications. Planning authorities will also directly consult with Page 199 of 282
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Appendix 5 Good Practice Guidance | 31 Community Councils on planning applications for development likely to affect the amenity of the Community Council area. Community Councils can choose to provide comments in response to a planning application or not. Responses may be in support or objection to the planning application and must be made within the deadlines specified by the planning authority. Where a site for development is allocated in the LDP this is to give confidence to communities and applicants about the anticipated use of the site. Planning applications that accord with the principle of the site allocation can be anticipated to be supported, subject to consideration of material considerations. For example, applications for business development on a site allocated for businesses in the LDP can be supported where material considerations are also considered to be acceptable. Issues raised by comments made about planning applications are summarised in the Report of Handling prepared by the planning authority for the case. Further Information: Circular 3/2022: Development Management Procedures Permitted Development Rights Permitted Development Rights (PDR) refer to those types of development which are granted planning permission through national legislation, meaning they can be carried out without a planning application. The legislation containing PDR is the Town and Country Planning (General Permitted Development) (Scotland) Order 1992 (“the GPDO”). PDRs are organised into a series of “classes”: each class specifies the type (or types) of development for which planning permission is granted. Most PDRs are subject to conditions and/or restrictions. These may, for example specify the maximum size or scale of what is permitted, restrict or dis-apply the rights in certain locations (e.g. conservation areas), or provide that the PDR only apply to certain developers (e.g. local authorities or statutory undertakers). If a developer cannot comply with the conditions and/or restrictions, then a planning application is required. In some cases, PDR are subject to a process known as prior approval. This comes in various formats, some with a prior notification element, whereby the planning authority can decide whether its prior approval is even required in the case. Where prior notification applies, the developer must, before carrying out the development, apply to the planning authority for a determination as to whether specified aspects of the proposed development, such as its siting and design, require approval. If they do not, or if they fail to respond in the specified Page 200 of 282
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Appendix 5 Good Practice Guidance | 32 period for prior notification, the applicant can proceed in accordance with the details as submitted. Where prior approval is required, it can be granted, granted with conditions or refused by the planning authority. Enforcement Where development is undertaken without the required planning permission, or where the development does not match the permission granted (including complying with any conditions attached to the consent) that development is in breach of planning control. Planning authorities are responsible for investigating alleged breaches of planning control in their areas and, if they consider that a breach has indeed occurred, may take enforcement action to resolve the breach. Generally, planning authorities will seek to resolve breaches through discussion with the responsible person(s) in the first instance. However, where this does not resolve the matter, or the breach is considered significant, they may proceed to use formal powers to resolve the matter. Formal enforcement powers range from requiring a retrospective planning application, to requiring that unauthorised development ceases, or even that unauthorised buildings or structures be removed. Use of any formal enforcement powers is at the discretion of the planning authority and is required to be proportionate to the scale of the breach. All planning authorities are required to publish and maintain an enforcement charter. This sets out the powers available to the planning authority, how the authority investigates and takes enforcement action, and how suspected breaches of planning control can be reported to the authority. Further Information: Circular 10/2009: Planning Enforcement Appeals There is a right to appeal to Scottish Ministers against certain decisions made by planning authorities. This includes planning, listed building and advertisement consent appeals as well as notices served by council’s including enforcement and amenity. Applicants for planning permission may appeal the refusal of a planning application, conditions imposed on a planning permission or where a decision has not been issued within a set timescale. Not all appeals will be to Scottish Ministers. Depending on the type of application (National, Major, or Local), and how it was originally determined (delegated to officers or considered by elected members) the appeal could be considered locally by a Local Review Body (local developments delegated to an officer for decision) or by Scottish Ministers, frequently delegated to an appointed ‘Reporter’. Planning applications for local developments which are decided by planning Page 201 of 282
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Appendix 5 Good Practice Guidance | 33 officers rather than the planning committee should be made to the planning authority’s Local Review Body. Further Information: Scottish Government Planning and Environmental Appeals Division Circular 3/2022: Development Management Procedures Circular 4/2022: Planning Appeals Circular 5/2013: Schemes of Delegation and Local Reviews Methods of engagement Community Councils are well placed to engage with communities to understand their aspirations for their area and don’t have to wait for the formal process of the Local Development Plan or planning application to do so. A variety of tools are available that can be used by communities to discuss their place. The Place Standard Tool helps communities to have structured conversations about their area, and use of the Place Standard is encouraged to inform the preparation of Local Development Plans. Further information: www.ourplace.scot Planning Guidance National guidance on a variety of planning system topics is available from the Scottish Government website, frequently but not exclusively published as Planning Advice Notes. Locally produced guidance may also be published on planning authority websites. Further information Scottish Government Planning and Architecture website - Guidance Other useful information ■ PAS – Independent advice and training on planning and environmental matters and encourages public engagement in planning. ■ Improvement Service – Supporting improvement national programmes, resources, capability and capacity. ■ Scottish Government Planning, Architecture and Regeneration Division web page for Regeneration ■ Transforming Planning - Scottish Government’s web page for planning system reform. ■ OurPlace - Information, tools and resources to help support the development Page 202 of 282
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Appendix 5 Good Practice Guidance | 35 Core funding from local authorities Resourcing Community Councils is an issue where local authorities undertake arrangements to suit local circumstances. Some local authorities may provide Community Councils in their area with office space, administration budgets and administrative support, but this may not be the case everywhere. Grants - Acceptable Areas of Expenditure When a Community Council is established it may be awarded a start-up grant to cover initial administrative expenditure. In addition to this a Community Council, once established, will receive an annual administrative grant. Once the Community Council has been established the administration grant is paid annually, on submission of audited annual accounts covering all income and expenditure of the Community Council for the previous financial year, minutes and current bank statements. The purpose of the administrative grant is to cover the costs in administering Community Council business. Examples of such costs are detailed below: ■ Insurance ■ Auditors’ fees ■ Production and circulation of minutes, agenda and annual reports ■ Stationery ■ Photocopying ■ Postage ■ Travel costs ■ Telephone costs ■ Accommodation lets ■ Affiliation fees ■ Subscriptions ■ Bank charges ■ Advertising ■ General publicity and promotional activities. ■ Consultation with the community. Community Councils may generate income from sources other than the local authority. This income may also be applied towards expenditure not affect the grants awarded by the local authority. The accounts of the Community Council will however disclose all income from whatever source it is obtained and will show all expenditure even where it is not simply the expenditure of the local authority grants. Where an application is made to the local authority for grant Page 204 of 282
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Appendix 5 Good Practice Guidance | 36 assistance, the whole financial circumstances of the Community Council will be considered to establish free and committed funds before the application for grant assistance is dealt with by the local authority. Accounting Procedures – Cash ■ Each Community Council should have a physical or electronic record of all income and expenditure. The date, description, amount and receipt number should also be recorded. ■ The Community Council should nominate three unrelated office bearers to act as signatories to the Community Council bank accounts. All cheques and withdrawals should require two from three signatures. Any changes to authorised signatories should be approved by the Community Council. Where a Community Council uses online banking, it may not always be possible for two or three people to authorise payments, so permission should be noted alongside the record of the payment itself or in the minutes of the meeting where it was discussed and agreed. ■ The level of cash held should not be excessive and should be in proportion to the monthly expenditure ■ All income received should be banked and should not be used to directly meet expenditure. If funds are required for incurred expenditure, they should either be paid by cheque or bank transfer or alternatively cash should be withdrawn from the bank. ■ Once a banking has been made the stamped bank pay-in slip should be retained and checked against the bank statement or bank book to ensure that the income has been credited correctly. If using online banking, a screenshot of the payment or an electronic copy of the statement should be generated to act as a check and record. Accounting Procedures – Expenditure ■ All expenditure must be approved and minuted in advance by the Community Council. ■ All expenditure must be accompanied by proof of purchase, either an expenditure voucher or receipted invoice. ■ Receipts should be given a sequential number and filed accordingly. ■ Details of the expenditure should be recorded in the cash book as soon as the expenditure is incurred. Where a receipt is not available, the person making the purchase should complete a form stating the nature of the expenditure. The form should be authorised by a member of the Community Council committee. ■ A current account will normally be used for day to day transactions with a further deposit and/or saving account, as required, so that interest may be attracted on accumulated funds. Page 205 of 282
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Appendix 5 Good Practice Guidance | 37 ■ The treasurer should await the bank statements and once received should carry out a bank reconciliation to ensure that the bank balance agrees with the balance recorded in the cash book. All bank statements should be retained. ■ Where petty cash is issued all petty cash vouchers should be signed by the person requesting the money and countersigned by the treasurer or other authorised signatory - this must not be the person who is requesting the expenditure. All receipts for items of expenditure should be retained and attached to the appropriate petty cash voucher. ■ Reimbursement of travel expenses should only be available to persons on official Community Council business. Claimants should submit a detailed record of dates, times, destination, reason for travel and mode of transport. Reimbursement of travel expenses (for example bus, taxi, train, parking fees etc) should only be awarded if accompanied by an appropriate receipt. ■ If the Community Council requires telephone calls to be made, reimbursement of expenses can be made at the discretion of the Community Council. The person making the claim should submit the itemised telephone statement highlighting the calls claimed. Reimbursement will be authorised by the Community Council. Accounting Procedures - Annual Accounts The following paragraphs merely reinforce income and expenditure matters dealt with earlier in this guideline. ■ An annual income and expenditure statement of all accounts including all income and expenditure must be prepared at the end of the Community Councils’ financial year and must be examined by a person unconnected with the fund.The independently examined accounts must be presented to the Community Council and in course a copy passed to the local authority officer. ■ An example of an annual income and expenditure statement is detailed in the attached appendix. All of the information within the account is fictitious and used only as a guide on how to prepare accounts. Accounting Procedures – Inventory The Community Council must maintain an inventory detailing all the assets of the Community Council. The inventory should be updated on an ongoing basis for additions and deletions, and an example of an inventory is included at Annex D. Page 206 of 282
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Appendix 5 Non-financial support from local authorities The amount of financial grant required by a Community Council will, to some extent, depend on what potential costs are met by the local authority directly. Some of the following support resources may be supplied free to Community Councils by some local authorities. Where practicable local authorities are encouraged to provide adequate support to their Community Councils, but this may be done through the administration grant funding for the Community Council. This is not an exhaustive list, nor will all these services be provided by every local authority, but it gives some examples of the kind of support which may be available: ■ Meeting space (in authority buildings, or if elsewhere paid by local authority directly) ■ Dedicated space on local authority website ■ Data protection costs ■ Access to local project funding ■ Community development staff employed by the local authority Good Practice Guidance | 38 Page 207 of 282
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Appendix 5 Good Practice Guidance | 39 Consultation and decision- making process Civic engagement is central to modern democracy. The Scottish Government and other public bodies should ensure that individual Community Councils are consulted directly at the earliest possible stage in the development of policy and the decision-making process on local issues. Any consultation document should include: ■ an executive summary ■ a clearly defined purpose leading to the consultation process ■ clear objectives required from consultation process ■ any document should be comprehensible, concise, jargon free and widely accessible ■ specific questions in relation to the consultation exercise ■ minimum response period of 12 weeks – longer if over a holiday period ■ proposed timescale for outcomes ■ feedback options including a choice of preferred format. Irrespective of whether formal or informal, once the consultation process has been completed, and the responses analysed, then a summary of the responses, including any resulting proposals for change or actions, should be made available in a variety of formats, such as: ■ the organisation’s website ■ in paper format as requested ■ through face to face sessions At the onset of any consultation process, each organisation should ensure that the lead officer or staff member responsible for the consultation exercise is also responsible for co-ordinating the dissemination of feedback information, which should be made available in a range of appropriate formats. The feedback should provide an analysis of the responses received and an explanation of proposals for change in light of the consultation process. The outcome of consultation exercises should be made available by the consulting body. There should be a resistance to publishing feedback as glossy brochures or the indiscriminate circulation of information in paper format. The analysed responses and proposals, which result from the consultation process, should be freely available. The National Standards for Community Engagement set out good practice principles to help guide the process of good community engagement. Page 208 of 282
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Appendix 5 Good Practice Guidance | 40 Data protection The Data Protection Act 2018 (alongside UK GDPR) governs the use of personal data, which ensures the fair and proper use of people’s information and their right to privacy. It imposes important obligations on any persons or organisations, including Community Councils, which acquire, store, use or deal with personal data - either electronically or within certain paper records. Whilst failure to comply with the Act’s requirements can have serious legal consequences, community councillors should be reassured that most breaches are likely to simply require remedial action to be undertaken and would not be deemed to be criminal offences. Good practice in data protection is vital to building public trust in the organisation. Personal Data and Sensitive Personal Data ■ Special rules govern the processing of sensitive personal information ■ “Personal data” means any information by which it is possible to identify a living individual (referred to in the Act as a “data subject”). Information on individuals who have died is not personal data. ■ “Sensitive personal data” means information regarding such things as an individual’s racial or ethnic origin, political or religious beliefs, physical or mental health and sexual life. This is Special Category data and requires additional protection under data protection law. Special rules apply to sensitive personal data and Community Councils should seek advice if they hold any sensitive personal data (other than that which is in the public domain such as the political affiliation of local elected members or the denominations of clergy). ■ The Act regulates the processing of personal data. “Processing” means acquiring data, storing it, amending or augmenting it, disclosing it to third parties, deleting it – i.e. doing anything with it at all. A data controller is the organisation that determines the purpose, reason and means of processing data. The data controller has overall control and ownership of the data. Further information on processing personal data can be found on the ICO website: Lawful basis for processing ■ The Act applies to personal data which is held in any kind of storage system, whether electronic or manual. The Data Protection Principles The Act sets out some basic rules regarding processing personal data, known as the Data Protection Principles. These are – ■ Principle 1: Data must be processed fairly, lawfully and transparent ■ Principle 2: Purpose Limitation Data must be obtained for one or more specified and lawful purposes, and must not be processed in any manner incompatible with those purposes Page 209 of 282
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Appendix 5 Good Practice Guidance | 41 ■ Principle 3: Data Minimisation - data must be adequate, relevant and not excessive ■ Principle 4: Accuracy - data must be accurate and kept up to date ■ Principle 5: Storage Limitation - data must not be kept longer than necessary ■ Principle 6: Accountability - data must be processed in accordance with the data subject’s rights ■ Principle 7: Integrity and Confidentiality (security) - appropriate technical and organisational measures must be taken against the data’s unauthorised or unlawful use and their accidental loss, damage or destruction Data Subjects’ Rights The Act gives important rights to data subjects, including the right – ■ To be informed that their personal data is being processed by the data controller ■ To be given access to their personal data ■ To require their personal data not to be used for direct marketing purposes ■ To require the data controller to stop any processing of their personal data which is causing substantial and unwarranted damage or distress Contravention of the Act ■ Data breaches must be reported to the relevant supervisory authority (the Information Commissioner’s Office) within 72 hours of becoming aware of the breach. If the breach is high risk, affecting individual rights and freedoms then the individual must be informed immediately. ■ A robust means of detecting breaches, with investigating and reporting procedures should be in place. All breaches should be recorded whether or not they need to be reported to the supervisory authority. ■ Current offences include the unlawful obtaining, disclosing or selling of information, a failure to follow a Notice from the Commissioner and the failure to notify the Commissioner of processing which takes place. These offences are punishable by the payment of a fine. ■ Compensation may be payable to any person who suffers damage and distress as a result of a contravention of the Act. Such compensation is awarded by the Court. Page 210 of 282
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Appendix 5 Good Practice Guidance | 42 The Information Commissioner The role of the Information Commissioner is to uphold information rights in the public interest, and is located at Wycliffe House, Water Lane, Wilmslow, Cheshire SK9 5AF and applies throughout the UK. The Commissioner has powers under the Act to issue Notices to data controllers, requiring them to provide him with information regarding their compliance with the Act, or to carry out certain steps under the Act; as indicated above, failure to comply with a Notice is a criminal offence. He also has power to carry out investigations, including the power to enter data controllers’ premises. The Commissioner publishes detailed guidance on various aspects of the Act on his website at www.ico.gov.uk Advice can also be obtained from the ICO’s Scottish office in Edinburgh at Scotland@ico.gsi.gov. uk or 0131 225 6341 (The Information Commissioner should not be confused with the Scottish Information Commissioner, who enforces the Freedom of Information (Scotland) Act 2002.) Notification to the Information Commissioner All data controllers are obliged by the Act to notify the Information Commissioner of the classes of personal data which they are processing, the purposes for which they are processed and the recipients to which the data may be disclosed. Community Councils only need to notify if personal data are processed electronically. This information is included in the Commissioner’s Register of Notifications, which is open to public inspection. Unless within an exempt category, it is a criminal offence to process personal data without first notifying the Commissioner. It is likely that only a few Community Councils will be covered by an exemption. Complying with the Data Protection Act Community Councils must comply with the Data Protection Act because they process personal data as defined under the Act. For example, it is likely that the Secretary of Community Councils will hold electronic records of contact details of its members, of some local residents and of elected members or employees of the local authority. These may be within databases, Minutes of meetings or in correspondence In order to comply with the Act, Community Councils should take the following steps: ■ Nominate someone (e.g. the Secretary) as the person responsible for data protection. ■ If collecting personal data from individuals, you should explain the purpose for which the data is being collected as well as giving them the name of the Community Council and the name of the person nominated as being responsible for data protection. ■ Ensure that personal data are properly protected – if data are Page 211 of 282
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Appendix 5 Good Practice Guidance | 43 stored electronically, ensure that they are password-protected and (in sensitive cases) encrypted. If they are stored manually (e.g. a paper filing system), ensure that the files are kept in a secure place. ■ Ensure that personal data are never disclosed to any unauthorised third party, whether accidentally or on purpose. Do not discuss personal issues in public or leave papers or computer files unsecured at home. ■ Periodically review the personal data that are held, making sure that they remain accurate and up to date – where necessary dispose of or shred data that are no longer needed. ■ VERY IMPORTANT: notify the Information Commissioner of the personal data which are being processed, the purposes for which they are processed and the recipients to which the data may be disclosed. It is a criminal offence to process personal data without having first notified the Commissioner. ■ Before notifying, identify what personal data are held and who the data subjects are; ascertain the purposes for which the data are to be used; identify where and how the data are stored or recorded. This will assist in completing the notification template. ■ Notification can be done online at the Commissioner’s website by going to: ■ www.ico.gov.uk/what_we_cover/data_protection/notification.aspx and then by following the step-by-step directions given there. The website includes standard templates for different types of organisations, including a set of local and central government templates; this includes, in turn, standard template N958 – Scottish Community Council. By clicking on that template, the standard classes and uses of personal data for Community Council are automatically included in the notification. Check the details and modify the form before printing it off, signing and posting to the Commissioner. ■ Alternatively, a Community Council may send the required information, as shown below, to notification@ico.gov.uk and ask for a template for a Scottish Community Council to be completed. The Information Commissioner’s Notification Department will then provide a draft for the Community Council to approve/amend as necessary. ■ Community Councils can also phone the Information Commissioner’s Notification Helpline on 01625 545 740 and ask for a draft template for a Scottish Community Council to be completed. The required information (as shown below) should be given over the phone. The information needed is as follows: ■ Community Council name Page 212 of 282
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Appendix 5 ■ Community Council address ■ Contact name and role in the Community Council (i.e.Chair/ Secretary/Treasurer) ■ Contact address ■ Contact telephone number ■ Contact fax (if available) ■ Contact e-mail address Notification currently costs £40 or £35 if you pay by direct debit and must be renewed annually. This section is designed to provide only general information about data protection. If you have any specific queries regarding these issues, you should contact the relevant staff at your local authority for advice and guidance. Good Practice Guidance | 44 Page 213 of 282
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Appendix 5 Good Practice Guidance | 45 License applications Community Councils have a statutory right to be consulted on licensing under section 21 (1) b of the Licensing (Scotland) Act 2005, which places a duty on Licensing Boards to notify the Community Council of all applications they receive for premises licences. This is a new duty and a change from what was previously provided for in the Licensing (Scotland) Act 1976. The Licensing (Scotland) Act 2005 contains provisions about notification of Board applications and objections and the link to the legislation is available here: Licensing (Scotland) Act 2005 Licensing Boards are encouraged to consult widely within their respective areas and the 2005 Act ensures that: ■ Licensing Boards are required to notify the Community Council of any new premises licence application or application to substantially vary how a premises operates ■ Community Councils are able to object or offer representations to an application and request Licensing Boards hold a hearing to review a licence if it is operating outwith the premises licensing conditions or the licensing objectives ■ Local authorities employ a Licensing Standards Officer whose duties include mediating with licensed premises to try and solve problems including those raised by Community Councils ■ Licensing Boards are required to involve people resident in the locality in consultation on a Board’s Licensing Policy Statement or overprovision assessment, which could include reference to how it intends to involve Community Councils in Licensing Board matters. The Scottish Government issued statutory guidance to Licensing Boards under Section 142 of the 2005 Act and this guidance is frequently referred to as “Section 142 guidance”. However, it is recognised that the Guidance cannot anticipate every possible scenario that may arise. Licensing Boards may therefore depart from the Guidance if they have reason to do so but must give the Scottish Ministers notice of the decision together with a statement of reasons for it. The Licensing (Scotland) Act 2005 Section 142 Guidance for Licensing Boards was updated in January 2023 and is available here: Licensing (Scotland) Act 2005 Section 142 Guidance for Licensing Boards Page 214 of 282
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Appendix 5 Good Practice Guidance | 46 Equality, diversity and Community Councils The purpose of this section is to ensure Community Councils are aware of the general responsibilities relating to equality and diversity and how they can play an important role in promoting and supporting equality in the community. Public Sector Equality Duty Community Councils are subject to the Public Sector Equality Duty (PSED) under Section 149 (2) of the Equality Act 2010 which states “A person who is not a public authority but who exercises public functions must, in the exercise of those functions, have due regard to the matters mentioned in subsection (1)” which states: A public authority must, in the exercise of its functions, have due regard to the need to: ■ Eliminate discrimination, harassment, victimisation and any other conduct that is prohibited by or under the Equality Act 2010; ■ Advance equality of opportunity between persons who share a relevant protected characteristic and persons who do not share it; and ■ Foster good relations between persons who share a relevant protected characteristic and persons who do not share it. Section 149 of the Equality Act 2010 is available here: Equality Act 2010 The PSED replaces the race, disability and gender equality duties. The PSED applies to the ‘relevant protected characteristics’ – age, disability, gender reassignment, pregnancy and maternity, race, religion and belief, sex and sexual orientation and, to a more limited extent, to the protected characteristic of marriage and civil partnership. The Equality and Human Rights Commission (EHRC) are the enforcement body and it is their responsibility to provide guidance on the Equality Act 2010 and the PSED. A link to their technical guidance on the PSED in Scotland is available here: Technical guidance on the Public Sector Equality Duty: Scotland How can Community Councils help promote equalities in their areas? ■ find out about the makeup of the area – how many people of different races, with disabilities or of different genders live in the area ■ make sure that any advertising is accessible to all, and that meetings take place in accessible buildings at times that suit everyone Page 215 of 282
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Appendix 5 ■ try to engage ‘under-represented communities’ – help to do this is available from your Community Council liaison officer or your local council for voluntary service ■ run local events in partnership with local equality groups, e.g. ethnic groups, disability and other community groups ■ always consult about how any plans would affect all members of the community ■ act in an inclusive manner when inviting speakers from ethnic, disability and community groups to discuss difficulties they are experiencing in the community with the Community Council ■ make it clear that the Community Council will not support any discrimination, harassment or victimisation Good Practice Guidance | 47 Page 216 of 282
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Appendix 5 Good Practice Guidance | 48 The role and remit of the Scottish and UK Parliaments The Model Scheme for the Establishment of Community Councils specifies that Members of the Scottish and UK Parliaments are ex- officio* members of Community Councils within their constituency or region. Below is an outline of the roles and powers of the various Parliaments. * Member generally taken to be a person, who, by virtue of an office or position held, is officially attached to a committee as a non-voting member The Scottish Parliament Scotland, Wales and Northern Ireland all held successful referendums on devolution in the late 1990s. In Scotland’s case, this led to the establishment of a separate Parliament following the passing of the Scotland Act 1998. The Scottish Parliament took responsibility for its devolved powers on 1 July 1999. Devolved and reserved powers Devolved powers relate to policy areas which are under the remit of the Scottish Parliament, such as education and health. Reserved powers are those decisions that remain with the UK Parliament in Westminster. Which powers are devolved, and which are reserved are determined by legislation. The Scotland Act 2016 devolved a range of further powers to the Scottish Parliament, including Income Tax, control over some existing benefits and the ability to create new welfare payments. Scottish Parliament – devolved powers The role of the Scottish Parliament is to make laws in relation to devolved matters in Scotland. All matters that are not specifically reserved are devolved. Devolved matters over which the Scottish Parliament has legislative power include: ■ Health ■ Education and training ■ Local government, social work and housing ■ Economic development and transport ■ Law and home affairs ■ Income Tax and some welfare powers ■ Environment ■ Sport and the arts ■ Agriculture, forestry and fishing Page 217 of 282
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Appendix 5 Good Practice Guidance | 49 The Scottish Parliament is also able to examine devolved matters and debate a wide range of issues of interest and concern in Scotland, whether devolved or reserved. The UK Parliament and reserved powers With the advent of the Scottish Parliament in 1999, the UK Parliament retained authority over those sections of legislation not devolved to the Scottish Parliament, the Northern Ireland Assembly, and the Welsh Assembly. In terms of Scotland, authority over the following areas are retained by Westminster: The constitution, which in the UK is a collection of documents, customs and practices which have evolved over centuries. ■ Defence and national security ■ Economy ■ Trade and industry ■ Transport (not devolved to Scotland) such as transport safety and regulation ■ Social Security (responsibility for some benefits have now been devolved to the Scottish Parliament and are delivered by Social Security Scotland) ■ TV and radio broadcasting ■ Foreign affairs ■ Immigration and nationality ■ Energy policy Page 218 of 282
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Appendix 5 Good Practice Guidance | 50 Annex A. Chair: Formal and enabling roles During meetings, the Chair can be described as having two main roles - formal and also enabling. The following table details the various elements of these two roles: The Formal Chair The Enabling Chair General role and responsibilities Ensure fair play Have an overview of the task/ goals of the meeting Stay in charge Help to clarify goals Remain neutral Help the group to take responsibility for what it wants to accomplish and to carry out its tasks Have little emotional investment Agenda and timekeeping Open the meeting Run through the agenda at the beginning and get the meeting’s approval for it Introduce all agenda items Arrange in advance for someone to introduce each agenda item Be familiar with all agenda items Update latecomers Get through the agenda in allotted time Keep track of the time The Formal Chair The Enabling Chair Evaluate how the meeting went Discussion Select speakers Encourage and help all to participate and ensure different opinions are represented Summarise discussion Encourage expression of various views End discussion Encourage people to keep to the subject Ensure that people keep to the subject Clarify and summarise discussion Make it safe to share feelings Suggest ways of handling conflict Decision making and voting Ensure decisions are taken and agreed Suggest structures for decision making Decide when to and conduct the vote Look for and test areas of agreement Page 219 of 282
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Appendix 5 Good Practice Guidance | 51 The Formal Chair The Enabling Chair Rules Check that the meeting has been called in accordance with the rules Have a thorough knowledge of the rules Rules on points of order and procedure Outside the meeting Act on behalf of the organisation Pursue decisions made in meetings Represent the Council to outside bodies Ensure someone will carry out decisions Ensure that responsibility for action is allocated Page 220 of 282
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Appendix 5 Good Practice Guidance | 52 Annex B. Guide timetable for a review of a council’s ‘Scheme for the Establishment of a Community Council’ Date Event Description 1. February Special Council Meeting. Both areas and composition and draft Amended Scheme and associated documentation. As part of a report on the current scheme, of Community Councils, Council to consider a recommendation to amend the existing scheme and make a new scheme for the establishment of community councils. 2. February (2) Publish Public Notice. Areas/Composition. Give public notice of the Council’s intention to amend the existing scheme and make a new scheme for the establishment of Community Councils. Period of 8 weeks from February to April Date Event Description 3. May Special Council Meeting. Areas/Composition. Council to consider suggestions from the first consultation period and agree a draft amended scheme for consultation 4. May (3) Publish Public Notice. Draft Amended Scheme and associated documentation. Give public notice of the Council’s draft amended Scheme. Period of 8 weeks from May to July 5. August Special Council Meeting Draft Amended Scheme and associated documentation. Council to consider suggestions to the draft amended scheme and agree a final draft amended scheme for consultation 6. August (4) Publish Public Notice. Both. Give public notice of the Council’s final draft amended scheme for the establishment of Community Councils. Period of 4 weeks from August to September Page 221 of 282
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Appendix 5 Good Practice Guidance | 53 Date Event Description 7. November Special Council Meeting. Both. Council to consider suggestions to the final draft amended scheme; alter if required; and formally approve the amended scheme. 8. December (5) Publish Public Notice. Establishment Process/Notice for currently non- established community council areas. Give public notice of the Council’s amended scheme; and invitation to electors to apply for establishment (where there is no Community Council currently in existence). Within the context of each of the consultation stages, there are administrative tasks to be undertaken, such as direct notification to and the provision of, plans and associated documentation to all Community Councils and placing of same, for general public access and scrutiny, in appropriate locations across the local authority area. Each local authority, outwith its normal decision-making processes, will have its own methodology when it comes to briefing elected members. Page 222 of 282
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Appendix 5 Good Practice Guidance | 54 Annex C1. (2) COUNCIL Local Government (Scotland) Act 1973 Proposed Amendments to the Council’s Scheme for the Establishment of Community Councils Notice is hereby given, that ...................... Council, in exercise of the powers conferred upon it by Section 53 (1) of the above mentioned Act, proposes to amend the Scheme for the Establishment of Community Councils. A Special Meeting of the Council, held on ........................ , agreed to a public consultation exercise on proposed amendments to the Scheme. The initial consultation process will be held over two 8 week periods. The first consultation period shall address the Plan of Community Councils’ Areas and Disposition and the second period shall address the Scheme itself, together with associated documentation. A final 4 week period of consultation will be held prior to adoption of any amendments. A plan of the proposed amendments to Community Council areas and disposition may be examined at:- Council Headquarters, .............................................................. ; All Libraries; and On the Council’s website, at: www....................... gov.uk Any person or organisation wishing to make written representations on the proposed amendments should address them to ...................... , . ......................................................................................................... , within a period of 8 weeks from publication of this Notice. ....................................................………………….. Chief Executive, . ......................................... Council. Page 223 of 282
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Appendix 5 Good Practice Guidance | 55 Annex C2. Local Government (Scotland) Act 1973 Proposed Amendments to the Council’s Scheme for the Establishment of Community Councils Notice is hereby given, that ......................... Council, in exercise of the powers conferred upon it by Section 53 (1) of the above mentioned Act and in the second period of the consultation process published, proposes to amend the Scheme for the Establishment of Community Councils. A Special Meeting of the Council, held on ............... , agreed to a public consultation exercise on proposed amendments to the Scheme to be held over two 8 week consultation periods. This second period of consultation addresses the Scheme itself, together with associated documentation. The proposed amendments to the Scheme for the Establishment of Community Councils and Associated Documentation may be examined at:- Council Headquarters, ............................................................. ; All Libraries; and On the Council’s website, at: www ......................... gov.uk Any person or organisation wishing to make written representations on the Scheme for Establishment of Community Councils and Associated Documentation should address them to ……………………., ... . ............................................................. , within a period of 8 weeks from publication of this Notice. …………………….. Chief Executive, … ........................................................ Council. Page 224 of 282
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Appendix 5 Good Practice Guidance | 56 Annex C3. Local Government (Scotland) Act 1973 Proposed Amendments to the Council’s Scheme for the Establishment of Community Councils Notice is hereby given, that ................................... Council, in exercise of the powers conferred upon it by Section 53 (1) of the above mentioned Act, has concluded the initial two periods of 8 week public consultation on proposed amendments to the Scheme for the Establishment of Community Councils A Special Meeting of the Council, held on ......................... agreed to give public notice of these amendments and a final 4 week period to make representations, prior to its adoption. The Amended Scheme for the Establishment of Community Councils, together with Associated Documentation and the Amended Plan of Community Council Areas and Disposition may be examined at:- Council Headquarters, ....................................................................... ; All Libraries; and On the Council’s website, at: www ................................. gov.uk Any person or organisation wishing to make written representations on the proposed final amendments should address them to, … ............................................................ , within a period of 4 weeks from publication of this Notice. Where no representations have been made, the Amended Scheme for the Establishment of Community Councils (associated documentation and areas and composition) will have effect as amended by the proposals. ………............................................…………….. Chief Executive, … ............................................ Council. Page 225 of 282
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Appendix 5 Good Practice Guidance | 57 Annex C4. Local Government (Scotland) Act 1973 Adoption of Amendments to the Council’s Scheme for the Establishment of Community Councils Notice is hereby given, that ..................................................... Council, in exercise of the powers conferred upon it by Section 53 (1) of the above mentioned Act, has concluded the public consultation exercise on proposed amendments to the Scheme for the Establishment of Community Councils. A Special Meeting of the Council, held on ………………………...................... agreed to adopt the Amended Scheme for the Establishment of Community Councils, together with Associated Documentation and Plan of Community Councils’ Areas and Disposition, with immediate effect. The adopted Amended Scheme for the Establishment of Community Councils, together with Associated Documentation and the Plan of Community Council Areas and Disposition may be examined at:- Council Headquarters… .............................................................................. ; On the Council’s website, at: www ................................. gov.uk An invitation is therefore extended to residents aged 16 years and over and whose name appears on the electoral register, within Community Council areas featured below, to petition the Council for an establishment process to be initiated:- …………………. …………………. …………………. ……………….. …………………. …………………. …………………. ……………….. …………………. …………………. …………………. ……………….. Requests for advice and practical assistance on the process for establishment of a Community Council should be directed to …………………………… ……………………........................................... Chief Executive, … .................................................................... Council. Page 226 of 282
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Appendix 5 Good Practice Guidance | 58 Annex D. COMMUNITY COUNCIL STATEM NT OF ACCOUNTS Represented by: Income Expense Account for peri d of to Cash In Bank Cash In Hand (Treasurer's Float) £’s £’s 0.00 Balance brought forward As Prepared by Income Admin Grant 0.00 Examiner‘s Details Discretionary Grant 0.00 Bank Interest 0.00 Name Expenditure 0.00 Designation Insurance 0.00 Accommodation Costs 0.00 Organisation Auditors Fees 0.00 Subscriptions 0.00 Address Travel Expenses 0.00 Publication of Minutes & Agendas 0.00 Telephone Publication of Newsletters explanations. Stationery 0.00 Photocopying 0.00 Signed (Examin r) Postage Costs 0.00 Telephone Costs 0.00 Date Other Expenses 0.00 Other Expenditure 0.00 Chairpersons Signature Date 0.00 Treasurer’s Signature Date Balance Surplus 0.00 Page 227 of 282
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Appendix 5 Good Practice Guidance | 59 Annex E. Community Council information pages by local authority Aberdeen City Council Highland Council Aberdeenshire Council Inverclyde Council Angus Council Midlothian Council Argyll and Bute Council Moray Council City of Edinburgh Council North Ayrshire Council Clackmannanshire Council North Lanarkshire Council Comhairle nan Eiliean Siar Orkney Islands Council Dumfries and Galloway Perth and Kinross Council Dundee City Council Renfrewshire Council East Ayrshire Council Scottish Borders Council East Dunbartonshire Council Shetland Islands Council East Lothian Council South Ayrshire Council East Renfrewshire Council South Lanarkshire Council Falkirk Council Stirling Council Fife Council West Dunbartonshire Council Glasgow City Council West Lothian Council Page 228 of 282
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Appendix 5 Community Councils Project Improvement Service West Lothian Civic Centre Howden South Road Livingston EH54 6FF Email: scottishccs@improvementservice.org.uk communitycouncils.scot Page 229 of 282
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref SL/LP/GS Date 27/04/26 Application from Airdrie Martial Arts for transfer of Glenmavis Community Centre From Stephen Llewelyn, Chief Officer (Housing and Communities) E-mail LlewellynS@northlan.gov.uk 1. Background 1.1 Part 5 of the Community Empowerment (Scotland) Act 2015 encourages community based groups to take control of assets to be utilised for positive outcomes as driven and directed at a local level. Qualifying groups can apply to a relevant authority, which includes local authorities, to either lease or purchase an asset. 1.2 Upon a formal application being made, the relevant authority is bound to carry out an assessment of the request, establish that the applicant is a qualifying body and assess both the sustainability and likely benefit of the asset transfer. Benefits can include social wellbeing, economic benefits and provision of services and activities that would not otherwise be provided. Executive Summary The purpose of this report is to provide the Communities Committee with the details of a Community Asset Transfer (CAT) request relating to Glenmavis Community Centre (Appendix 1 of this report) made by Airdrie Martial Arts Centre and to provide information on the outcome of the assessment process together with a recommendation to approve the application. Recommendations It is recommended that the Communities Committee: (1) Considers the assessment of the application against approved criteria, included at Appendix 2, of this report; and (2) Support the recommendation by the Community Assets Leadership Group to approve the Community Asset Transfer Request from Airdrie Martial Arts Centre for the Glenmavis Community Centre as shown at Appendix 1. The Plan for North Lanarkshire Priority Enhance participation, capacity, and empowerment across our communities Ambition statement (20) Improve the involvement of communities in the decisions, and development of services and supports, that affect them Programme of Work All Programmes of Work Item 8 Page 231 of 282
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1.3 In general terms where a group meets qualifying and eligibility criteria, they can apply for most assets held by a relevant authority. The assets do not have to be surplus to the council’s operational requirements. Under the Councils current Community Ownership and Management of Assets Policy, Common Good assets are excluded. Exclusions also apply to: • NLP mortgaged properties • Where the council has entered into a legal agreement for sale or demolition of an asset. 1.4 The council must assess the operational benefit of retaining the asset against the potential community benefits in approving the transfer. An application can be rejected on grounds including, but not exclusive to, the business model is not sustainable, the proposal is not financially viable, the group cannot evidence community support or community benefit, or the group cannot demonstrate that they have the capacity to manage the asset. 1.5 In June 2024 the Policy and Strategy Committee approved a new Community Ownership and Management of Assets Policy and associated resources aiming to improve the council’s approach to building capacity and opportunity with organisations looking to take on ownership, lease or management of a council owned asset. The aim is to shift the focus to achieving positive outcomes where appropriate and using available resources and tools to over time increase the pace and volume of successful outcomes while protecting the business of the council, considering any negative impact on the wider community and managing risk levels. The policy and approach can be accessed here and further information and tools are available on the Council website. 1.6 Several operational improvements have been implemented because of the policy update including: • Increased offer and more intensive, targeted capacity building and developmental support and tools through the role of 2 dedicated officers • Capital resources to support successful CAT applications • CAT support fund available to assist groups in developing their plans • Earlier communication and dialogue between services and with organisations to ensure resources are directed in the most effective way to support improved outcomes. This has resulted in an increase in number of organisations accessing targeted capacity building support and the number and pace of applications being received, assessed and concluded. Continued improvement work includes: • Review of end-to-end procedures for submission and assessment • Consideration of the Councils position related to Common Good Assets which will be presented to Policy and Strategy Committee later this year • Desktop review of policy to check for any updates required based on learning since its introduction • Piloting a shared ‘valuation’ framework between the council and community organisations to ensure consistency • Continued use of resources to target capacity building support offer and support fund to assist organisations to develop their application • Explore options around digital tools to enhance application, scoring and allocation of officer • tasks for reporting and monitoring Page 232 of 282
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2. Report 2.1 Airdrie Martial Arts Centre is Scottish Charitable Incorporated Organisation (SCO54337). The organisation has submitted a formal request to purchase Glenmavis Community Glenmavis Community Centre, Coatbridge Road, ML6 0NJ (UPRN 90008227) as show at Appendix 1 of this report with an offer price of £80,000 2.2 The application and business plan present a mixed-use concept comprising martial arts classes, regular hall lets, first aid sessions, coffee mornings, Tai Chi, personal training, circuit classes, children's parties and other bookable community activities. There is evidence that the applicant has thought about continued shared community use for existing and new activities to meet local need. 2.3 A summary of the scores achieved is outlined in figure 1 below. Additional details of the proposal, the CAT application and supporting documents can be viewed on the Council's website and assessment of the application can be found at appendix Figure 1. Summary Grading Very Strong Strong Moderate Weak Very Weak 1.Details of the asset x 2.Organisation information x 3.Type of Request x 4.Link to the NL Plan x 5.Community Proposal x 6.Support x 7.Financial Information x 8.Risk/Social Impact x 2.4 In line with the Council’s Community Ownership and Management Policy and associated scoring process the findings of the Officer Assessment Panel were reported to the Community Asset Leadership Group for consideration and for a recommendation to be made to the Communities Committee. The Group comprises of: • Chief Officer (Housing and Communities); • Chief Officer (Asset and Procurement); • Chief Officer (Community Operations); • Chief Officer (Legal and Democratic); and • Chief Officer (Finance & Technology). The recommendation is that the Communities Committee approve the application based on the findings of the assessment attached at Appendix Page 233 of 282
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3. Measures of success 3.1 Support provided to community groups and organisations because of initial CAT or PR enquiries. 3.2 Positive outcomes or referrals because of initial CAT or PR enquiries; and 3.3 Increased completions for transfer of assets to community organisations. 4. Supporting documentation 4.1 Community Ownership and Management of Assets Policy and approach here. 4.2 Further information and tools are available on the Council's website 4.3 Full application can be accessed on the Council's website here. 4.5 Appendix 1 Map of Asset. 4.6 Appendix 2 Assessment of application. Stephen Llewellyn Chief Officer (Housing and Communities) Page 234 of 282
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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 recommendations within this report have the potential to impact on members of the community who may use, benefit or otherwise be impacted on by the proposed services outlined as part of the CAT application. If Yes, has an assessment been carried out and published on the council’s website? An EQIA will consider any impact on equalities groups and will be available online. If Yes, has an assessment been carried out and published on the council’s website? Yes ☒ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? As outlined in the assessment at Appendix 2 and within this report, the offered price to purchase the asset is £80,000. Based on an independent valuation undertaken by the applicant organisation of £100k and an internal valuation of £140k which has been balanced against the social value and community benefit of the proposal. Colleagues from Finance are engaged in the scoring process 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☒ No ☐ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The Council’s approach to Community Ownership and Management of Assets reflects and supports the requirements of the Community Empowerment (Scotland) Act 2015. Representatives from Legal and Democratic Services are involved in the Corporate Community Ownership and Management of Assets Working Group and the Leadership Group. Page 235 of 282
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5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? There is an inherent reputational risk to the council of transferring an asset for community ownership. The proposal provides sufficient assurance risks are tolerable and/or can be mitigated. Addition information is outlined in section 8 of Appendix 2. Risks to the council related to Asset Transfer are reflected in the Housing and Communities Risk Register and the Councils Corporate Risk Register Page 236 of 282
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5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 237 of 282
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Appendix 2 Scoring Assessment Name of Organisation/Applicant Airdrie Martial Arts Centre (COBRA) Details of the Asset Glenmavis Community Centre Community Area/Ward Airdrie North – Ward 8 Date submitted 7 December 2025 Date of Scoring Panel 25 March 2025 Recommendation Approve Summary Airdrie Martial Arts Centre presents as a credible and well-developed Community Asset Transfer proposal, with strength in the quality of its community proposal, the breadth of intended social benefit, and the practical delivery experience of the individuals behind the organisation. The evidence base demonstrates that the application is more than an idea-stage proposal: the applicant has an established activity base, an existing timetable, a volunteer instructor core, a governing constitution, and supporting survey and testimonial material. The panel grades reflect the strongest areas of the submission. Relating to the community proposal, where the applicant provides clear aims, a wider community use concept, consultation evidence and examples of current impact. And the application links itself to the Plan for North Lanarkshire, the Airdrie LOIP and local wellbeing themes. Organisationally, the proposal benefits from the long delivery history of Cobra Martial Arts Scotland and RACE Taekwondo, together with trustee experience in building management, coaching, safeguarding and volunteer leadership. The main limiting factors remain financial robustness and unresolved asset and title related matters. Although the applicant has demonstrated current income generation and has produced a 5 Year Plan, the financial model relies materially on funding assumptions that are not evidenced as being secured. On the asset side, the application and valuation evidence show awareness of condition, parking and site issues, but they do not remove the need for further legal, technical and property due diligence. These matters explain why the Financial Information and Details of the Asset themes remain Moderate. The resident survey evidence, members' survey, testimonials and open day activity show that the applicant has engaged with both its own participant base and people in or around the local community. At the same time, the documentation shows that there are community concerns and questions that still require careful management, particularly around continued access, parking pressure and perceptions of change in use. Overall, the assessment can be characterised as a strong community-led proposal with clear social merit, credible delivery capacity and a persuasive narrative of benefit. Page 239 of 282
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Considering all available information in the round, it generally accepted that if the organisation continues to strengthen their financial position, particularly in relation to securing grant funding for the purchase of the asset and improving financial forecasting. That they could implement their proposal with a moderate to strong level of confidence. Areas for development for the organisation which would support them with the implementation of their proposals, would be in relation to financial stewardship and support to help them connect to and formalise partnership arrangements both with the local community, other CVS organisations and community planning partners. Summary Grading Very Strong Strong Moderate Weak Very Weak 1.Details of the asset x 2.Organisation information x 3.Type of Request x 4.Link to the NL Plan x 5.Community Proposal x 6.Support x 7.Financial Information x 8.Risk/Social Impact x 1 Details of the Asset: Includes asset status and proposed use. This section asks the council to ensure they are in a position to transfer the asset Notes: The application identifies the asset clearly as Glenmavis Community Centre, Coatbridge Road, ML6 0NJ, with UPRN 90008227. The request therefore meets the basic requirement to define the property being sought and there is no ambiguity over the main building in question. The applicant also demonstrates awareness of the current role of the building, describing it as a community centre that they intend to continue operating as a community- facing facility. The applicant has completed a title search with the Land Register of Scotland, and they have identified an encroachment issue, which they have raised with the council. However, internal checks had also identified an access issue. The title boundary is limited to western/southern edge of the building. No legal right of access around rear of building is available. The proposed use is described as more than a martial arts relocation. The application and business plan present a mixed-use concept comprising martial arts classes, hall lets, first aid sessions, coffee mornings, Tai Chi, personal training, circuit classes, children's parties and other bookable community activities. That wider offer is important in supporting the panel's Moderate assessment rather than a weaker grade, because the proposal is not limited to one narrow user group and there is evidence that the applicant has thought about continued shared community use. The applicant refers to removing the playpark, resurfacing the car park, addressing fence encroachment and dealing with rubbish being thrown over neighbouring boundaries. Those statements show practical awareness of site issues, but they also introduce asset and land management matters that are not yet underpinned by formal technical advice, legal title review, planning commentary or a building condition survey. Page 240 of 282
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All being said, the proposal remains credible, but not without some risk. This is consistent with a moderate grade where the concept is understandable and broadly feasible, but council confidence is moderated by unresolved technical and legal considerations. Assessment: Moderate: the proposals present difficulties on the council in terms of one or two of the following – direct cost, council direct delivery of services and or restrictions on the assets transfer. 2 Organisational Information – Includes governance and capacity to deliver Notes: Although Airdrie Martial Arts Centre as a SCIO is newly constituted, the application evidences that it draws together two long-standing delivery organisations: Cobra Martial Arts Scotland, operating since 1996, and RACE Taekwondo, operating since 2002. The legal vehicle is new, but the underlying activity base, instructor experience and volunteer commitment are well established. Governance arrangements are credible on the face of the constitution. The constitution confirms SCIO status and the committee structure set out in the application further identifies eight charity trustees, combining instructors, supportive parents and individuals with relevant professional backgrounds. This is sufficient to evidence satisfactory governance arrangements for a Strong score. Capacity to deliver is also supported by relevant operational and safeguarding evidence. The application lists PVG checks, safeguarding training, IOSH qualifications, fire wardens, first aiders, PAT testing capability and staff/building management experience. One of the trustees’ portfolios outlines relevant experience relating to building and stores responsibility. In the round, the applicant has demonstrated that key individuals have practical experience rather than aspirational intent alone. The evidence pack does not provide a full suite of operational policies for inspection within this assessment bundle, and the organisation's transition from club-based delivery to ownership and management of a community building remains a step-change in responsibility. There is also limited explicit discussion of succession planning, delegated responsibilities, conflict management or how building management would be sustained if key volunteers became unavailable. However, the evidence supports a grade of strong. Assessment: Strong: Applicant has provided adequate evidence that they are a robust and viable organisation with satisfactory governance arrangements. 3 Type of request, payment and conditions This section confirms the type of request and seeks and whether or not the price reflects a fair price for the asset taking into consideration community benefit Notes: The type of request is clear and consistent. AMAC is seeking ownership rather than leasehold, and the application states a proposed price of £80,000. The financial offer is below market value, but it is not unreasonably detached from the independent evidence submitted with the application. The valuation report gives a market value of £100,000. In that context, the applicant's stated offer of £80,000 sits within a credible negotiating range and is accompanied by a narrative of community benefit, volunteering, social value and wider community use. The council’s internal valuation of £140,000 means there is a moderate gap between the property values. The score of strong Page 241 of 282
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is therefore supportable because the request is coherent and linked to community transfer principles, even though it does not reflect full market value. There is also some evidence that the applicant has considered how the acquisition would be funded. The business plan states that the organisation is in the process of applying for £100,000 of initial funding from the Scottish Land Fund. However following clarification -the organisation has now confirmed that they are not eligible for the Scottish Land Fund. Due to this they have been in discussions with Sports Scotland in relating to their Facilities funding. While the 5 Year Plan assumes a Year 1 CAT capital fund line of £100,000, this remains unconfirmed and would be subject to completion of a conditions survey. These references demonstrate an intended route to acquisition rather than an unsupported statement of affordability. The grade reflects the funding position being prospective rather than secured. The request is considered proportionate and understandable, but not yet fully evidenced as ready for immediate completion. Assessment: Strong: Applicant has proposed terms, with prices reflecting Market/Fair Value. 4 Link to Strategy– How the project links into the vision and ambitions set out in the Plan for North Lanarkshire (TPFNL) Notes: The application provides a substantial narrative linking the proposal to the Plan for North Lanarkshire and the Airdrie Local Outcome Improvement Plan. The text goes beyond a generic claim of alignment and expressly references tackling poverty, health and wellbeing, participation, early intervention, inclusion, workforce development and community capacity. The scoring grade is well supported by the volume and breadth of strategic linkage provided. The applicant also attempts to connect those strategic themes to practical delivery. Examples include discounted pricing for people on benefits or single-parent households, a recreational facility with wider community bookings, health and wellbeing outcomes through martial arts and exercise, first aid provision, local employment through caretaking and cleaning, and measures intended to support children and young people. This is stronger than a purely rhetorical strategy section because it maps the applicant's intended activities onto recognisable community planning outcomes. The application further strengthens this section by referencing local deprivation data and by expressing a willingness to engage with the Airdrie board/LOIP process. The SIMD commentary is used to support assertions about health, poverty and opportunity. These points help demonstrate that the applicant is aware of the local policy landscape and is attempting to position the proposal within it. Assessment: Strong: Satisfactory evidence that the applicant understands the importance of linking to the outcomes of the TPFNL 5 Community Proposal – Includes project aims, community engagement and community benefit/need Page 242 of 282
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Notes: This is the strongest section of the application. The proposal contains a clear statement of purpose, namely using martial arts and wider community activity to improve physical health, mental wellbeing, confidence, discipline and social connection, while also reactivating a building that the applicant says is rarely open. The proposal sets out specific activity types, intended beneficiary groups and a wider vision of the centre remaining available for community bookings and events. Community need and demand are evidenced through more than one route. The applicant includes resident survey findings, member survey findings, an open day/taster event, narrative comments from consultation, and a series of testimonials from current participants and parents. The application records that, among Glenmavis residents filtered within the survey material, 63% were positive about AMAC taking on the centre, 25% saw it as a possible negative and 11% were neutral. The application also records that 45% of respondents never currently visit the centre, which the applicant uses to support the case for broader programming and increased use. The evidence of social benefit is detailed and specific. Testimonials refer to confidence building, friendship, stress relief, autism-related progress, better emotional communication, healthier lifestyle choices and stronger discipline. The application also links the proposal to affordable access, discounts for low-income households, a safe setting for children and young people, coffee mornings for older residents and first aid classes for the wider community. This is not simply a claim that benefit will arise; it is supported by examples of the impact that existing clubs activity already has on participants. The proposal is also relatively inclusive in conception. The applicant expressly states that provision is for all ages and abilities, references children-only classes and mixed classes, indicates that disabled people and people from different backgrounds are not excluded, and identifies activities that are not dependent on participation in kickboxing or Taekwondo. There are still practical questions that would need tested during implementation, but the proposal itself shows clear thought about how the centre could serve more than one cohort. Assessment: Very Strong: Full consideration has been given to the aims, objectives and vision with clear thought to the future direction of the proposal. The proposal provides, for example, a social/economic/environmental impact. Comprehensive evidence of need/demand provided including consultations, research and surveys. 6 Support – Includes stakeholder engagement and partnership working This section looks Including evidence community and stakeholders have been engaged Notes: The applicant’s case is supported by resident survey material, a members' survey, open day/taster engagement and multiple written testimonials from participants and parents. The application states that the members' survey produced unanimous positive support for relocation to Glenmavis Community Centre, while the resident survey section presents a mixed but majority-positive community response among filtered Glenmavis residents. There is also some evidence of wider stakeholder and network links. The support section identifies connections to Moy Hall, a Tai Chi instructor, a physical trainer, Budokan Page 243 of 282
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Scotland, local trades, an Alcoholics Anonymous contact, a family learning centre depute head and a financial analyst. Those links do not amount to a formal partnership framework, but they do show that the applicant has thought beyond its immediate instructor base and has identified people and groups that could contribute to delivery or complementary use of the building. Open day engagement is a useful corroborating factor. The application states that the open day generated positive feedback and produced new and returning members. Even allowing for the fact that people who attend an AMAC open day are not a representative cross- section of the whole village, the event still demonstrates active engagement rather than passive assertion. The documentation reviewed does not include a broad set of letters of support from statutory or anchor partners, and some of the stated support is still informal or aspirational. In addition, the resident survey also contains concerns that the applicant has attempted to answer, so the support picture is positive but not unanimous or uncontested. Assessment: Strong: applicant has evidenced some partnership working arrangements. Relevant links with groups also evidenced along with strong community engagement activity. 7 Financial Information – Includes fundraising, financial planning and management We will seek clarification of funding being in place or any potential delay in funding being in place in time for the final transfer deadline. Notes: The applicant has demonstrated there are some financial resources in place but all finances may not be available within the timeframe. There is limited evidence of resource planning. Basic income and expenditure and cash flow forecast included with limited consideration given to contingency planning. The applicant presents a five-year financial plan in clear tabular form (via a spreadsheet) setting out projected income from the two core martial arts groups - Cobra Martial Arts Scotland and RACE Taekwondo - with combined monthly income increasing from approximately £1,400 in Year 1 to around £2,150 by Year 5. Additional income streams are identified, including hall letting, seminars, PT sessions and fight nights, with these activities phased in gradually as use of the centre expands. This demonstrates an understanding of how revenue could diversify as the facility becomes more established. However, the financial case contains some gaps. The business plan references an application for £100,000 from the Scottish Land Fund but does not specify how this funding would be allocated and further engagement since application submission has highlighted that they are not eligible for Scottish Land Fund. They have also engaged with Sports Scotland in relating to their Facilities funding. A further £20,000 per year is assumed for Years 2–5, yet no source, application status, purpose, or likelihood of securing this funding is provided. These unverified income assumptions materially affect the projected financial position. While income projections are presented clearly, key expenditure assumptions are underdeveloped. Major costs such as utilities, insurance and other operating overheads are Page 244 of 282
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held flat across all years, which is unrealistic and does not account for inflation or increased usage of the facility. Maintenance costs are set at just £70 per month, (on clarification, the applicant advised that is more of a savings option to contribute toward unexpected future financial pressures), and several activities referenced in the business case (fight nights, expansion of the car park) lack any corresponding financial detail. The financial picture of the organisation’s current operations is also limited. The bank statement provided shows a balance of just under £6,500 at December 2025. On clarification the applicant provided an annual statement of income and expenditure, approved as accurate by their accountant. No cashflow forecast or wider operating history is included to support an assessment of ongoing financial health. Although the five-year projections show positive closing balances each year and indicate awareness of broad cost categories, the financial plan provides only limited evidence of risk management or contingency planning. No contingency has been identified, and there is no provision for inflation, unexpected repairs, or delayed income, and the model does not assess the likely uptake of community hires or the financial robustness of planned events. Assessment: Moderate: Applicant has demonstrated there are some financial resources in place but all finances may not be available within the timeframe. There is limited evidence of resource planning. Basic income and expenditure and cash flow forecast induced with limited consideration given to contingency planning. 8 Risk/Social Impact – Includes potential impact and barriers/challenges and understanding of managing the asset. Notes: The applicant has acknowledged a range of foreseeable challenges. These include community concerns about continued access for existing users, traffic and parking pressure, the stigma or misunderstanding attached to martial arts, the condition of the external playpark, boundary/fence encroachment, rubbish over fences and the need to manage shared use. The application also includes a dedicated 'negative consequences' section and attempts to respond to objections raised through consultation. The positive social impact case is robust. The application and testimonials point to improved confidence, emotional regulation, healthier routines, better fitness, stronger friendship networks and positive role-modelling for children and young people. The social value section claims 100 voluntary hours per week across five instructors and calculates an annual social value figure of £75,036. While that monetised figure is self-presented and should be treated with proportionate caution, it nonetheless reinforces the broader evidence that the proposal would generate social benefit beyond direct class attendance. Risk mitigation is present but not formalised. The applicant proposes continued accommodation for existing hall users, controlled noise, supervised sparring with PPE, use of local contractors, hiring of caretaker/cleaner roles, and access to contacts for fire safety, safeguarding, PVG and insurance. Those are relevant mitigations and help justify the grade. They indicate that the applicant has considered operational responsibilities and not simply assumed that transfer alone delivers success. Page 245 of 282
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Some risk responses remain high level and optimistic, for example the statement that the applicant does not foresee any social consequences. The proposal shows good awareness of risk and strong anticipated social impact. Assessment: Strong: Satisfactory evidence that applicant has the necessary capabilities to manage the asset. Sufficient awareness of the potential impact of the transfer on others with consideration given to potential barriers/challenges. Adequate information provided on the anticipated social benefit/transfer. Page 246 of 282
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref SL/LP/GS Date 27/04/26 Application from Glenmavis Community Group for transfer of Glenmavis Community Centre From Stephen Llewelyn, Chief Officer (Housing and Communities) E-mail LlewellynS@northlan.gov.uk 1. Background 1.1 Part 5 of the Community Empowerment (Scotland) Act 2015 encourages community based groups to take control of assets to be utilised for positive outcomes as driven and directed at a local level. Qualifying groups can apply to a relevant authority, which includes local authorities, to either lease or purchase an asset. 1.2 Upon a formal application being made, the relevant authority is bound to carry out an assessment of the request, establish that the applicant is a qualifying body and assess both the sustainability and likely benefit of the asset transfer. Benefits can include social wellbeing, economic benefits and provision of services and activities that would not otherwise be provided. Executive Summary The purpose of this report is to provide the Communities Committee with the details of a Community Asset Transfer (CAT) request relating to Glenmavis Community Centre (Appendix 1 of this report) made by Glenmavis Community Group and to provide information on the outcome of the assessment process together with a recommendation to reject the application. Recommendations It is recommended that the Communities Committee: (1) Considers the assessment of the application against approved criteria, included at Appendix 2, of this report; and (2) Support the recommendation by the Community Assets Leadership Group to reject the Community Asset Transfer Request from Glenmavis Community Group for the Glenmavis Community Centre as shown at Appendix 1. The Plan for North Lanarkshire Priority Enhance participation, capacity, and empowerment across our communities Ambition statement (20) Improve the involvement of communities in the decisions, and development of services and supports, that affect them Programme of Work All Programmes of Work Item 9 Page 247 of 282
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1.3 In general terms where a group meets qualifying and eligibility criteria, they can apply for most assets held by a relevant authority. The assets do not have to be surplus to the council’s operational requirements. Under the Councils current Community Ownership and Management of Assets Policy, Common Good assets are excluded. Exclusions also apply to: • NLP mortgaged properties • Where the council has entered into a legal agreement for sale or demolition of an asset. 1.4 The council must assess the operational benefit of retaining the asset against the potential community benefits in approving the transfer. An application can be rejected on grounds including, but not exclusive to, the business model is not sustainable, the proposal is not financially viable, the group cannot evidence community support or community benefit, or the group cannot demonstrate that they have the capacity to manage the asset. 1.5 In June 2024 the Policy and Strategy Committee approved a new Community Ownership and Management of Assets Policy and associated resources aiming to improve the council’s approach to building capacity and opportunity with organisations looking to take on ownership, lease or management of a council owned asset. The aim is to shift the focus to achieving positive outcomes where appropriate and using available resources and tools to over time increase the pace and volume of successful outcomes while protecting the business of the council, considering any negative impact on the wider community and managing risk levels. The policy and approach can be accessed here and further information and tools are available on the Council website. 1.6 Several operational improvements have been implemented because of the policy update including: - • Increased offer and more intensive, targeted capacity building and developmental support and tools through the role of 2 dedicated officers • Capital resources to support successful CAT applications • CAT support fund available to assist groups in developing their plans • Earlier communication and dialogue between services and with organisations to ensure resources are directed in the most effective way to support improved outcomes. This has resulted in an increase in number of organisations accessing targeted capacity building support and the number and pace of applications being received, assessed and concluded. Continued improvement work includes: • Review of end-to-end procedures for submission and assessment • Consideration of the Councils position related to Common Good Assets which will be presented to Policy and Strategy Committee later this year • Desktop review of policy to check for any updates required based on learning since its introduction • Piloting a shared ‘valuation’ framework between the council and community organisations to ensure consistency • Continued use of resources to target capacity building support offer and support fund to assist organisations to develop their application • Explore options around digital tools to enhance application, scoring and allocation of officer • tasks for reporting and monitoring Page 248 of 282
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2. Report 2.1 Glenmavis Community Group is Scottish Charitable Incorporated Organisation. The organisation has submitted a formal request to purchase Glenmavis Community Glenmavis Community Centre, Coatbridge Road, ML6 0NJ (UPRN 90008227) as show at Appendix 1 of this report with an offer price of £ 55,537.00 2.2 The application and supporting documents present a proposal to bring the asset back into community use as a traditional community facility for local people and groups to meet to socialise and deliver activities. They plan to reinstate similar activities to those previously delivered from the venue for example Zumba and allowing access to the Boys Brigade who previously used the centre. They also propose a lease/hiring arrangement with the Army Cadets Force and to make the facility available for other groups and residents to use for private functions such as kids birthday parties, IT facilities and lets. 2.3 A summary of the scores achieved is outlined in figure 1 below. Additional details of the proposal, the CAT application and supporting documents can be viewed on the Council's website and assessment of the application can be found at appendix Figure 1. Summary Grading Very Strong Strong Moderate Weak Very Weak 1.Details of the asset x 2.Organisation information x 3.Type of Request x 4.Link to the NL Plan x 5.Community Proposal x 6.Support x 7.Financial Information x 8.Risk/Social Impact x 2.4 In line with the Council’s Community Ownership and Management of Assets Policy and associated scoring process the findings of the Officer Assessment Panel were reported to the Community Asset Leadership Group for consideration and for a recommendation to be made to the Communities Committee. The Group comprises of: • Chief Officer (Housing and Communities); • Chief Officer (Asset and Procurement); • Chief Officer (Community Operations); • Chief Officer (Legal and Democratic); and • Chief Officer (Finance & Technology). The recommendation is that the Communities Committee reject the application based on the findings of the assessment attached at Appendix Page 249 of 282
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3. Measures of success 3.1 Support provided to community groups and organisations because of initial CAT or PR enquiries. 3.2 Positive outcomes or referrals because of initial CAT or PR enquiries; and 3.3 Increased completions for transfer of assets to community organisations. 4. Supporting documentation 4.1 Community Ownership and Management of Assets Policy and approach here. 4.2 Further information and tools are available on the Council's website 4.3 Full application can be accessed on the Council's website here. 4.4 Appendix 1 – Map of Asset. 4.5 Appendix 2 – Assessment of application. Stephen Llewellyn Chief Officer (Housing and Communities) Page 250 of 282
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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 recommendations within this report have the potential to impact on members of the community who may use, benefit or otherwise be impacted on by the proposed services outlined as part of the CAT application. If Yes, has an assessment been carried out and published on the council’s website? An EQIA will consider any impact on equalities groups and will be available online. If Yes, has an assessment been carried out and published on the council’s website? Yes ☒ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? As outlined in the assessment at Appendix 2 and within this report, the offered price to purchase the asset is £ 55,537.00. Based on an independent valuation undertaken by the applicant organisation of £100k and an internal valuation of £140k which has been considered against the social value and community benefit of the proposal. Colleagues from Finance are engaged in the scoring process 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☒ No ☐ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The Council’s approach to Community Ownership and Management of Assets reflects and supports the requirements of the Community Empowerment (Scotland) Act 2015. Representatives from Legal and Democratic Services are involved in the Corporate Community Ownership and Management of Assets Working Group and the Leadership Group. Page 251 of 282
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5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? There is an inherent reputational risk to the council of transferring an asset for community ownership. While the proposal shows some awareness of risk and impact, mitigation measures are limited and often reliant on external assumptions. The approach to monitoring impact is not fully developed or part of a comprehensive or robust framework. The proposal provides Risks to the council related to Asset Transfer are reflected in the Housing and Communities Risk Register and the Councils Corporate Risk Register Page 252 of 282
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5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 253 of 282
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Appendix 1 Location Map Page 254 of 282
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Appendix 2 Scoring Assessment Name of Organisation/Applicant Glenmavis Community Group Details of the Asset Glenmavis Community Centre Community Area/Ward Airdrie North – Ward 8 Date submitted 10 December 2025 Date of Scoring Panel 25 & 27 March 2026 Recommendation Reject Summary comments The Glenmavis Community Group proposal presents a local community-led ambition to take ownership of the asset and deliver locally beneficial activity. The application demonstrates broad alignment with community planning priorities, particularly in relation to wellbeing, participation, and increased utilisation of local facilities. There is some evidence albeit at a minimal level of need and initial community engagement, alongside a defined vision for use of the building. The overall assessment comprises predominantly Moderate scores, with two Weak themes (Organisational Capacity and Financial Sustainability) indicating that while the proposal has merit, it does not yet provide a sufficiently robust or low-risk case for transfer in its current form. The most significant concerns relate to organisational readiness (Weak). While a formal structure is in place, there is limited demonstrable evidence of governance maturity, operational capacity, or experience in managing an asset of comparable scale. This introduces a material risk in relation to delivery and ongoing management. Similarly, the financial case (Weak) is not sufficiently developed. The proposal relies on several assumptions, including projected income and external contributions that are not formally secured. There is limited contingency planning and no clear evidence of financial resilience, raising concerns regarding long-term sustainability. Across the remaining themes, type of request, strategic alignment, community proposal, support, and risk/social impact (all Moderate) the application demonstrates a baseline level of compliance and intent. However, evidence is generally descriptive rather than analytical, and lacks the depth required to provide strong assurance. In particular: • Strategic alignment is stated but not fully evidenced through measurable outcomes • The community proposal outlines intended activity but lacks detailed delivery planning • Support is evident but not sufficiently formalised • Risk awareness is present, but mitigation and monitoring frameworks are underdeveloped In summary, the application reflects a positive community aspiration but remains at an early stage of organisational and financial maturity. The current evidence base does not sufficiently mitigate delivery and sustainability risks to support a stronger assessment. Page 255 of 282
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Additionally, it is important to mention, that the proposed use of the asset is that of a typical community centre / hall. However, the applicant has not referenced the previous low community usage prior to official closure. This is a critical omission. The applicants focus appears to be forward looking and presents the asset as a valuable community resource. Although limited assurances have been supplied that backs up the future potential. Summary Grading Very Strong Strong Moderate Weak Very Weak 1.Details of the asset x 2.Organisation information x 3.Type of Request x 4.Link to the NL Plan x 5.Community Proposal x 6.Support x 7.Financial Information x 8.Risk/Social Impact x 1 Details of the Asset: Includes asset status and proposed use. This section asks the council to ensure they are in a position to transfer the asset Notes: The asset is clearly identified, currently closed, and in good condition. The applicant has not identified any title restrictions preventing transfer. However, from the internal checks, there is encroachment and access issues. Title boundary is limited to western/southern edge of the building. No legal rights of access around rear of building. The proposed uses are broadly compatible with a community centre and are feasible in physical terms. While volunteer reliance introduces minor delivery risk, this does not completely undermine feasibility. The overall robustness of the information provided prevents a Strong score. The evidence supports that transfer is plausible, but not fully without risk, which aligns with the Moderate assessment. Assessment: Moderate: the proposals present difficulties on the council in terms of one or two of the following – direct cost, council direct delivery of services and or restrictions on the asset transfer. 2 Organisational Information – Includes governance and capacity to deliver Notes: The organisation is constituted as a SCIO and whilst governance is described it is only partially evidenced in practice. Six trustees manage the charity on a day-to-day basis, with involvement of other local organisations at committee meetings. Which have been taking place 2-3 times per month during the initial setting-up period. Policies are referenced (but on clarifying this with the applicant) only some have been developed. There is limited evidence of organisational maturity, minimal demonstration of experience managing a comparable asset, and no detailed operational or workforce planning. Reference is made to the involvement of Lowland RFCA (government body) through a sub-leasing agreement / contract. Limited details have been provided about how this will work in practice. Page 256 of 282
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The submission relies heavily on general statements rather than demonstrable capability. This aligns with a weak score, indicating insufficient evidence of a robust and viable organisation capable of managing the asset at the required level. Assessment: Weak: Applicant has shown no evidence of being robust and viable and no/little information being provided on governance arrangements. 3 Type of request, payment and conditions This section confirms the type of request and seeks and whether or not the price reflects a fair price for the asset taking into consideration community benefit Notes: The request for ownership is clearly stated and appropriate for long-term community control. A community benefit rationale is provided. However, the financial offer is below market value and is not supported by a detailed or quantified justification. The request for ownership is acceptable in principle; however, the financial offer of £55,537 is below the market value of £100,000 per the commercial valuation completed by DM Hall. Additionally, the internal valuation of £140,000 also means there is a significant gap between the property values. In the round, the offer price does not present a fair value for the council and community benefit of such a discount is not fully justified in quantifiable terms. Reliance on external arrangements is noted. The proposal relies on external arrangements with the (Lowland RFCA) to support affordability, but details of the arrangement is limited to the signed agreement pages of a contract. However, the specific details were not presented at the time of assessment. Assessment: Moderate: Applicant has proposed terms, with prices well below Market/Fair Value. 4 Link to Strategy– How the project links into the vision and ambitions set out in the Plan for North Lanarkshire (TPFNL) Notes: The proposal references outcomes such as improved wellbeing, community participation and social cohesion. These align broadly with the Plan for North Lanarkshire and local priorities. However, the links are largely descriptive. There is limited explicit mapping to strategic outcomes or demonstration of how delivery will contribute to measurable long-term impacts. This reflects an understanding of strategic alignment, but not a fully developed or evidenced strategic case. Therefore, Moderate is appropriate. Assessment: Moderate: Limited evidence that the applicant understands the need to ensure the projects reflect one of more of the strands of the TPFNL. Page 257 of 282
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5 Community Proposal – Includes project aims, community engagement and community benefit/need Notes: The application outlines a range of activities and identifies community need, supported by some consultation activity. While the vision and intent are clear, the proposal lacks detailed delivery planning, robust needs analysis, and a clear impact framework. Much of the case is aspirational rather than evidenced. The evidence demonstrates some understanding of community benefit aligning with the moderate grade score. Assessment: Moderate: Limited description of the aims, objectives and vision for the proposal. Some understanding of the community benefit but not underpinned by substantive evidence. Some evidence of need/demand provided including limited consultations, research and surveys. 6 Support – Includes stakeholder engagement and partnership working This section looks Including evidence community and stakeholders have been engaged Notes: The submission includes evidence of community support and references to stakeholder engagement, including letters and local backing. However, the depth and breadth of support are not fully evidenced, and partnership arrangements are not formalised. The support base appears credible but not extensive or sufficiently evidenced to significantly reduce delivery risk. This supports a moderate score. Assessment: Moderate: Applicant has demonstrated limited links with groups and community engagement activity. Some evidence of partnership working provided. 7 Financial Information – Includes fundraising, financial planning and management We will seek clarification of funding being in place or any potential delay in funding being in place in time for the final transfer deadline. Note: A three-year financial projection is provided, outlining intended income and expenditure. However, the model relies heavily on assumptions and external arrangements, particularly with Lowland RFCA. Income projections appear optimistic and contingency planning is limited. There is insufficient /limited evidence of financial resilience or secured funding. This represents a material risk to sustainability and aligns with a weak score Assessment: Weak: Insufficient financial resources currently in place and unlikely to be ready within the Time frame. No evidence to demonstrate resource planning. No income and expenditure and cash flow forecast provided and no contingency plan outlined. Page 258 of 282
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8 Risk/Social Impact – Includes potential impact and barriers/challenges and understanding of managing the asset. Notes: The submission identifies several risks and outlines potential social benefits. While there is some awareness of risk and impact, mitigation measures are limited and often reliant on external assumptions. The approach to monitoring impact is not fully developed. The evidence demonstrates partial understanding but not a comprehensive or robust framework. This aligns with the moderate grading. Assessment: Moderate: Limited evidence to demonstrate capabilities to manage the asset. Some awareness of the potential impact of transfer on others and consideration given to potential barriers/challenges. Minimal information provided on the anticipated social benefit/impact of the transfer. Page 259 of 282
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☐ Yes ☒ No Ref LR/HL/AH Date 27/04/26 ACC and Community Facility Usage and Footfall Q4 25-26 and Q4 24-25 From Lyall Rennie, Chief Officer (Community Operations) Email Liddleh@northlan.gov.uk 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 4 of 2025-26 and quarter 4 of 2024-25. Recommendations It is recommended that the Communities Committee: (1) Acknowledge usage and footfall associated with the council’s sports, culture, leisure 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 10 Page 261 of 282
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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 that people’s habits have changed, particularly in the period following the pandemic. 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. 2. Report 2.1 Appendix One provides a breakdown of footfall during quarter 4 of 2024/25 as compared to quarter 4 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 an overall increase in library services, concentrated primarily in town centre locations. We are also seeing an increase in outreach services (home delivery) and although not reported, an increase in e-reading service, particular with newspapers and audio books. In leisure, the first quarter of the year is traditionally the busiest period and most sites recorded increased usage. Broadwood Leisure Centre usage dropped, we feel this is primarily as a result of a new private gym offer in the Cumbernauld area. Traditionally, when new gyms open, we tend to see a decrease in usage but a subsequent return of members after a few months – this will be monitored. Active NL membership overall is at its highest recorded levels with 47,000 members. When compared to the membership position when services returned to the council in April 2021, this represents an increase of 413%. 2.3 For Facility Support Services, Community Facilities, Quarter 4 has seen a significant rise in user hours this period. This is partly due to the reopening in 2024/25 of Stepps CC where in March this year illustrated over 300 hours usage in comparison to this period last year. This is great news and demonstrates that the community are welcoming the investment in the facility. Overall, there is a positive improvement in usage hours of 1467 in comparison to the same 3-month period in 2024/25. A number of sites have seen an increase in community usage which the service is delighted with. 2.4 Some social media promotion has been undertaken, and further promotion is planned throughout this year with the service working in partnership with corporate communications. 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 Page 262 of 282
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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 Q4 2024/25 and Q4 2025/26. Lyall Rennie Chief Officer (Community Operations) Page 263 of 282
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Page 264 of 282
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Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 265 of 282
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Usage and Footfall Q4 2024/25 and Q4 2025/26 Appendix 1 Active NL 2024-25 2025-26 % Q3 2025-26 Comment/Closures Venues Q4 Q4 Movement Airdrie Leisure Centre 101632 105107 +3.42% 90383 Aquatec 10463 6748 Closed from 5 Jan to 23 March due to low building temperatures. Broadwood Leisure Centre 196613 161316 -17.95% 145441 Ian Nicolson Centre 21567 38090 +90.16% 33711 John Smith Pool 0 0 0 Closed from 31 Dec 24 Keir Hardie Centre 16392 24723 +50.82% 23883 Kilsyth Swimming Pool 263320 28461 +8.13% 25347 Both pools closed 3-5 Jan 26 – pH levels. Lochview Golf Centre 11915 11739 -1.48% 8632 Palacerigg Golf Course 8909 9522 +6.88% 9417 Ravenscraig Sports Centre 205668 285179 +38.66% 213021 5 a-side pitches replaced on 2-27 Feb 26 Shotts Leisure Centre 15544 26226 +68.72% 26008 26-26 Feb – contamination 9-25 March – refurbishment. Sir Matt Busby Sports Centre 125675 201314 +60.19% 117428 Time Capsule 133911 139461 +4.14% 129491 5-12 Jan 26 – low pool temperatures Townhead 21374 32858 +53.73% 28867 Tryst Sports Centre 174370 154148 -11.60% 130194 2 Feb – vandalism repair Wishaw Sports Centre 138303 155492 +12.43% 131134 19 Feb – health suite closed for deep clean Total 1,205,688 1,377083 +14.04% 1120897 Page 266 of 282
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Community Libraries 24-25 25-26 % Q3 2025-26 Comment Libraries Q4 Q4 Movement Abronhill 7,565 6,524 -15.96 6,779 Airdrie 15,257 16,101 5.24 15,639 Bellshill 16,114 15,895 -1.38 15,069 Chapelhall 4,551 4,985 8.71 4,731 Chryston 2,081 2,045 -1.76 1,585 Cleland 3,814 2,376 -60.52 2,373 Coatbridge 14,293 14,953 4.41 15,210 Condorrat 5,959 5,378 -10.80 6,166 Cumbernauld 14,887 15,284 2.60 14,283 Kilsyth 4,030 6,377 36.80 6,312 Closed 11-31 January and 1-8 February for re- wiring. Moodiesburn 4,564 4,220 -8.15 5,029 Motherwell 22,296 24,523 9.08 23,398 New Stevenson 4,164 5,041 17.40 4,767 Newarthill 1,706 2,045 16.58 1,494 Newmains 3,962 4,255 6.89 3,639 Shotts 2,055 3,023 32.02 2,498 Stepps 6,968 8,211 15.14 7,531 Viewpark 4,114 3,935 -4.55 3,643 Wishaw 29,996 24,427 -22.80 22,599 Total 168,376 169,598 0.72 162,745 Page 267 of 282
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Outreach Services 24-25 25-26 % Q4 2025-26 Comment Q4 Q4 Movement Outreach Van 369 504 27% 350 Creative Venues Creative Venues 24-25 25-26 % Q3 2025-26 Q4 Q4 Movement Comment Airdrie Town Hall 9853 8953 -9.13% 31,138 Bellshill Cultural Centre 3174 2719 -14,33% 2,707 Cumbernauld Theatre 10281 13752 +33.76% 20,200 Total 23340 25512 +9.3% 54,045 Museums & Collections Museums 24-25 25-26 % Q3 2025-26 Q4 Q4 Movement Comment Summerlee 33927 31129 -8.24% 48,711 NL Heritage Centre 4330 4675 +7.96% 6,312 Total 38257 35804 -6.41% 55,023 Page 268 of 282
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Community Facilities Facility Centre Status (weeks) 24-25 Q4 Count 24-25 Q4 Duration (hours) 25-26 Q4 Count 25-26 Q4 Duration (hours) Average Weekly Hours in Q4 25/26 Comments Abronhill Community Facility 52 159 308 176 334 26 Allanton Cc 52 63 153 67 176 14 Andrew Hamilton Cc 38 59 178 61 187 16 Auchinloch Cc 38 167 403 170 315 27 Beechbank Cc 52 117 377 112 391 31 Burngreen Cc 38 34 92 50 114 10 Burnhead Cc 52 298 1148 122 361 28 Significant drop in hours due to decrease in numbers attending and funding issues Calderbank Cc 38 55 137 52 129 11 Minimal change. Variations expected in line with customer demand. Caldercruix Cc 38 14 25 12 24 2 Minimal change. Variations expected in line with customer demand. Chapelside Cc 52 359 1084 513 1632 129 Charlotte Toal Cc 52 284 1114 257 1042 82 Chryston Cultural Centre 52 255 599 254 591 46 Facility Centre Status (weeks) 24-25 Q4 Count 24-25 Q4 Duration (hours) 25-26 Q4 Count 25-26 Q4 Duration (hours) Average Weekly Hours in Q4 25/26 Comments Cleland Cc 38 27 78 39 102 9 Coatbridge Cc 52 1608 3971 1637 4002 316 Minimal change. Variations expected in line with customer demand. Coltness Cc 52 148 376 148 383 30 Cumbernauld New Town Hall 52 184 435 189 462 36 Page 269 of 282
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Forge Cc 38 51 132 64 164 14 Four Isles Cc 52 59 121 50 96 8 Minimal change. Variations expected in line with customer demand. Frank Ferguson Cc 52 86 334 100 365 29 Garrell Vale Cc 52 333 1000 274 746 59 Minimal change. Variations expected in line with customer demand. Gartcosh Cc 52 275 839 297 888 70 Facility Centre Status (weeks) 24-25 Q4 Count 24-25 Q4 Duration (hours) 25-26 Q4 Count 25-26 Q4 Duration (hours) Average Weekly Hours in Q4 25/26 Comments Gartlea Cc 52 281 1049 321 1866 147 Gowkthrapple Cc 38 46 128 48 118 10 Minimal change. Variations expected in line with customer demand. Greenfaulds Cc 52 94 263 93 246 19 Harthill Cf 52 155 360 145 356 28 Hattonrigg Cc 38 61 191 52 169 15 Holytown Cf 38 155 402 97 309 27 Minimal change. Variations expected in line with customer demand. Isa Money Cc 52 116 280 126 291 23 Jim Foley Cc 52 238 882 175 561 44 Minimal change. Variations expected in line with customer demand. Joe McKay Cc 52 255 802 268 773 61 John McCormack Cc 38 288 780 275 754 65 MacAuley Cc 38 88 241 92 248 22 Michael Sherry Cc 52 52 145 40 114 9 Minimal change. Variations expected in line with customer demand. Page 270 of 282
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Facility Centre Status (weeks) 24-25 Q4 Count 24-25 Q4 Duration (hours) 25-26 Q4 Count 25-26 Q4 Duration (hours) Average Weekly Hours in Q4 25/26 Comments Mount Pleasant Cc 52 102 209 101 212 17 Netherton Cc 38 64 124 48 106 9 Minimal change. Variations expected in line with customer demand. New Stevenston Cc 38 64 142 83 243 21 Newarthill Cf 52 351 1093 384 1194 94 Old Monkland C Wing 52 123 249 117 218 17 Minimal change. Variations expected in line with customer demand. Old Monkland Cc 38 143 418 136 342 30 Overtown Cc 52 131 364 136 420 33 Pat Cullinan Cc 52 364 1889 367 1651 130 Minimal change. Variations expected in line with customer demand. Pather Cc 52 274 929 331 1034 81 Pivot Cf 52 0 0 0 0 0 Closed for roof repairs. Plains Cc 52 68 193 79 212 17 Minimal change. Variations expected in line with customer demand. Pollock Cc 38 51 168 48 158 14 Salsburgh Cc 38 97 187 113 237 21 Facility Centre Status (weeks) 24-25 Q4 Count 24-25 Q4 Duration (hours) 25-26 Q4 Count 25-26 Q4 Duration (hours) Average Weekly Hours in Q4 25/26 Comments Shawhead Cc 52 141 282 52 104 8 Minimal change. Variations expected in line with customer demand. Shotts Cf 52 172 385 195 433 34 Springfield Cc 52 77 168 80 216 17 Stepps 52 0 0 400 886 70 Page 271 of 282
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Tannochside Cc 52 123 322 100 303 24 Minimal change. Variations expected in line with customer demand. The Link 52 371 1139 463 1417 112 The Muirfield Centre 52 728 2330 805 2462 194 The Village Cc 38 46 159 44 159 14 Minimal change. Variations expected in line with customer demand. Viewpark Cf 52 531 1399 653 1714 135 Westfield Cc 38 64 162 57 175 15 Totals 10,549 30,738 11168 32,205 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. • Usage of term time sites in October and December are based on the number of weeks the sites are actually opened. • Footfall is provided by caretakers on a monthly basis, returns for March are still being received. • Usage figures vary from month to month as new groups start and others do not renew. Page 272 of 282
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref LR/HL Date 27/04/26 Redevelopment of Time Capsule From Lyall Rennie, Chief Officer (Community Operations) E-mail liddleh@northlan.gov.uk Executive Summary This report provides an update on work undertaken in the Time Capsule, Coatbridge to date and sets out a proposal for further redevelopment, taking cognisance of the recent decision taken by council to invest a further £2.5m on modernisation with a view to further increasing footfall and ensuring long-term community and commercial viability. Recommendations It is recommended that the Communities Committee: (1) Acknowledges the recent redevelopment work undertaken in the Time Capsule and the current operating costs, usage and challenges. (2) Approves the proposal to redevelop the ice rink area into a fully accessible and inclusive play and activity zone. This will include communicating with existing users and working with young people to shape development of the new facilities. (3) Otherwise, note the contents of the report. 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 Item 11 Page 273 of 282
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1. Background 1.1 The Time Capsule opened in 1991, quickly becoming one of Scotland’s top tourist attractions. With a waterpark (Waterworld), 25m swimming pool, ice rink and dry fitness facilities, at its height in popularity, the venue received around 900,000 visitors per annum. 1.2 Over the years, primarily linked to an ageing pool plant room, many of the attractions within Waterworld were no longer available. For example, the spa pools, lazy river and wave machines. Corrosion of steelwork also led to the closure of both flumes. As a result, while the Time Capsule remained popular for families, we were aware that the facility was not meeting the needs of many, with visitor numbers dropping to around 700,000. 1.3 The Time Capsule received significant funding during 2025 which ultimately allowed for complete redevelopment of the pool plant room, repairs to the steelwork which in turn allowed for the full reinstatement of all waterpark features. 1.4 In addition to the above works on the waterpark area, both lifts within the building have now been replaced providing accessibility for all, the gym area has been completely refurbished further reinforcing the Time Capsule as the gym with the highest membership in North Lanarkshire and we are in the process of developing plans to replace both flumes later in 2026. 1.5 The result of these improvement works has been significant and bookings for Waterworld have been consistently high since re-opening. With the council decision in February 2026 to allocate a further £2.5m towards further modernisation of the venue, the council now has the opportunity to consider re-development/renewal of the offering to increase footfall and ensure long-term community and commercial viability. 2. Report 2.1 During 2024, members will be aware of work undertaken by the Coatbridge Neighbourhood Board to understand the priorities of a range of key stakeholders in redevelopment plans for the area. From this work, a clear priority emerged around a wish to “Invest in What We Have”, and specifically to provide improved opportunities to address health inequalities and to access local culture and sport offerings. The Time Capsule was a clear priority for many within the area, and it was recognised that work was required to make significant improvements. The first phase of this work was the refurbishment of the plant room to allow for the return of all water features in the waterpark. With the support from the Neighbourhood Board, external clean-up of the building and new external signage is the current priority. 2.2 However, beyond the improvements made to date, it is clear that there remains many areas of the Time Capsule which require further consideration and attention. The challenge of managing high quality leisure provision is generally around balancing limited resources with high expectations and flexing the facilities so that we recognise and adapt to the changing demands of our customer base. We are aware that not all areas of the Time Capsule are well used and do not meet the expectations of the general population. Unfortunately, the service offering designed in 1991 does not reflect the preferences of many when accessing leisure services today. Research now shows a number of key preference areas: Page 274 of 282
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• People now increasingly value local, easy to access leisure options, with many making more use of neighbourhood facilities. • There is a focus on shared experience, with a wish to try out a range of new activities in a safe environment. • Social, communal experiences have renewed importance. • For children, a wish to focus on physically active, social and exploratory activities. Adventurous play is especially important for preschool and school-age children, supporting physical activity, exploration, and mental wellbeing. 2.3 In looking at both our income levels and footfall rates within the Time Capsule, it was felt that there was potential to consider other options to make best use of the space within the facility. As a result, we engaged with Alliance Leisure to undertake a feasibility study to determine our options for redevelopment which would assist in enhancing services to meet current consumer needs, while also addressing some of the key priorities of the Neighbourhood Board and continuing to reinforce the key council ambition to improve the health and wellbeing of our community through the provision of a range of social, cultural and leisure activities. Alliance Leisure is the UK’s leading leisure development partner, supporting local authorities that want to improve or expand the leisure, sport, recreation and culture facilities and services provided to their local communities. 2.4 Feasibility Study 2.4.1 The initial focus of the feasibility study was a request to consider the ice rink area and the options the council may have if we chose to convert this space. 2.4.2 The ice rink takes up significant space within the Time Capsule, attracting around 60,000 visitors within the overall 700,000 recorded prior to refurbishment works. Users are primarily from ice skating and hockey clubs with very limited public use. We know from our analysis of data that those visiting the Waterpark do not tend to also be users of the ice rink. 2.4.3 The current operating position for the Ice Rink shows the following: 2.4.4 The financial performance of the ice rink over the previous two years is shown below: £241,500 £260,308 Current Operating Costs Utilities Employee costs Page 275 of 282
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2024/25 2025/26 Footfall 64851 59260 Income £307,921 £287,846 Expenditure £491,300 £501,808 Net Deficit -£183,379 -£213,962 The period from 24-25 to 25-26 showed an increase in club usage (32%) with a reduction in public/recreational usage (14%), and an overall drop in footfall (8.6%). . 2.4.5 As a result of this decreasing footfall and the overall net deficit in providing the ice rink provision, it would be the intention of the service to repurpose this area to reflect the changing demands of the public and to deliver a trading profit which in turn will deliver an ongoing improvement in the overall financial position of the facility and the ACC service as a whole. 2.4.6 Appendix one shows an image of the proposed space we hope to develop within the Time Capsule should a decision be made to remove the ice rink facility. Overall, the development seeks to provide fully accessible and inclusive play and activity zone. The approach introduces a more diverse mixed-use configuration, comprising approximately 50% active play, 25% padel courts, and 25% alternative fitness provision. This approach seeks to broaden the range of activities available within the space and appeal to a wider demographic of users. Incorporating party rooms is a key feature of a self-contained play facility, as it provides additional revenue opportunities, as highlighted in paragraph 2.4.8. 2.4.7 It is recognised that the redevelopment model represents a significant departure from the existing facilities and while it is anticipated that the new approach will meet the needs of a more diverse group of the users, we have based anticipated footfall and income levels on a more cautious approach for the first year of operation. Cautiously, we anticipate visitor numbers of around 75,500 in year one of operations. Should this redevelopment proceed, we will work closely with Corporate Communications to ensure promotion of the new facilities is a key focus for 2026/27. 2.4.8 Reflecting on the current financial position as outlined in paragraph 2.5.4, we expect the following impact distribution to come primarily from softplay, followed by adventure play and padel: Page 276 of 282
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From analysis of the market, taking into account experience of similar projects across the UK, it is anticipated that year one income will meet approximately £477,951 (as opposed to 25/26 income of £287,846). Of greater interest is the potential impact on expenditure costs. We know that operating an ice rink is one of the most energy-intensive activities in the sports and leisure sector. Multiple systems— refrigeration, heating, ventilation, dehumidification, lighting, and circulation pumps—all run simultaneously and often continuously. These challenges are magnified within the Time Capsule where we have the challenge of keeping one side of the building warm (waterpark) alongside the need to keep the ice rink cold. The Scottish Ice Rinks Association reports energy cost increases up by 600%, putting many rinks at risk nationwide. From an overall expenditure of £501,808 in 2025/26, utility costs amounted to £241,500. It is projected that utility costs will decrease to £38,000. Further details on HR implications are outlined within paragraph 2.6 below, but we anticipate that employee costs will reduce from £260,308 to £176,866. Taken together, a move to the new operating model would deliver an overall saving of £286,942. 0 50,000 100,000 150,000 200,000 250,000 300,000 Utilities Employee Costs Expenditure Ice Rink (Current) Redevelopment £177,885 £4,091 £156,972 £138,643 Income Analysis Softplay Birthday Parties Adventure Play Padel Page 277 of 282
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2.4.9 An equality impact assessment has been undertaken and while it is noted that those directly affected will include a significant proportion of young people within the ice hockey and ice-skating clubs, it is also understood that the affected group make around 10% overall of all users of the Time Capsule. The new development will cater from toddlers to age 12-14 in the soft play/adventure play, with padel courts open to residents from age 4+. New facilities will provide activity areas for families and young people to socialise and get active, providing places for young people to spend time and come together. A trauma informed approach will be applied to the project as it develops, using the views of young people to shape the end result. 2.5 Financial Implications 2.5.1 The investment to achieve the proposed redevelopment of the ice rink area can be broken down as below: Construction cost plan £2,700,335 Fixtures and fittings £750,000 Project management and delivery fees £235,614 Client contingency risk (7.5%) £202,525 UK Leisure Network Access Fee £16,942 Total £3,905,416 It is anticipated that the cost of redevelopment will be covered by the agreed £2.5m investment from the council and additional costs by agreed service capital plans. 2.5.2 The move towards the new model will generate an overall saving to the Council of £477,047 through a combination of increased income (£190,105) and a decrease in utility and staffing costs (£286,942). 2.5.3 Alliance Leisure are a key partner on the UK Leisure Framework (UKLF) which allows for the direct appointment of a Development Partner for scoping, design, refurbishment, construction and the development of leisure centres, theatres, play facilities, recreation facilities and sports facilities across the UK public sector. The Framework is available to all UK public sector organisations. Subject to approval, we will begin work with Procurement colleagues immediately. 2.6 HR Implications 2.6.1 There are currently 3.99 FTE working in the ice rink at the Time Capsule. We would anticipate all posts will be redesignated or realigned to other venues (as appropriate). We do not anticipate any compulsory redundancies. Trade unions have been advised. 3. Measures of success 3.1 Ongoing development of a future proof and sustainable leisure facility, providing spaces for social interaction, accessible design and inclusive service delivery. Page 278 of 282
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4. Supporting documentation 4.1 Appendix 1 Proposed new layout of Time Capsule. Lyall Rennie Chief Officer (Community Operations) Page 279 of 282
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? 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? All affected staff will be redesignated or relocated to another venue as appropriate. 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 280 of 282
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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? We anticipate significantly reduced energy usage. 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? If approved, we will work with Corporate Communications to manage the messaging around this decision. 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? There is likely to be some negative feedback on the decision to close the ice rink. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 281 of 282
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Appendix 1 Page 282 of 282