Agenda Document Pack - Communities Committee - 10/08/2026
North Lanarkshire Council · 10 August 2026
Back to Communities Committee — 10 August 2026 and its agenda
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30 July 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, 10 August 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, 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 348
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Agenda 1 Declarations of Interest In Terms of the Ethical Standards In Public Life Etc. (Scotland) Act 2000 Operational 2 Community Board Local Development Programme Submit report by the Acting Chief Officer (Housing and Communities) providing an update on progress with the Community Board Local Development Programme (LDP) projects. 7 - 50 3 Community Ownership and Management of Assets Application from Moorlands Football Club for the Asset Transfer of Spindlehow Pitches Submit report by the Acting Chief Officer (Housing and Communities) detailing a Community Asset Transfer (CAT) request made by Moorlands Football Club to purchase Spindlehowe Playing Field, Pavillion and Car Park. 51 - 66 4 Community Ownership and Management of Assets Application from Wishaw Men’s Shed to purchase Gowkthrapple Community Centre Submit report by the Acting Chief Officer (Housing and Communities) detailing a Community Asset Transfer (CAT) request by Wishaw Men's Shed to purchase Gowkthrapple Community Centre, Allershaw Road, Wishaw. 67 - 80 5 Community Ownership and Management of Assets: Application from St Patricks Sports Academy Submit report by the Acting Chief Officer (Housing and Communities) detailing a Community Asset Transfer (CAT) request made by St Patricks Sports Academy to purchase the Burnhead Park Sports Pitches. 81 - 96 6 Member Officer Working Group on the Community and Voluntary Sector - Update on Progress with Recommendations Submit report by the Acting Chief Officer (Housing and Communities) providing an update on the progress with the recommendations of the Member Officer Work Group on the Community and Voluntary Sector. 97 - 132 Page 3 of 348
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7 Campsies Grant Award Programme – Round 4 Submit report by the Acting Chief Officer (Housing and Communities) seeking approval of grant awards to community and voluntary organisations through Round 4 of the Campsies Grant Award Programme. 133 - 146 8 Community Grants 2025/26: A Comprehensive Update to Inform the Planned Review Submit report by the Acting Chief Officer (Housing and Communities) providing an overview of the operation of the Community Grants Scheme during 2025/26. 147 - 190 9 Annual Review of the Community Safety Strategy 2025-2026 Submit report by the Acting Chief Officer (Housing and Communities) setting out an update in the progress to date in relation to the actions contained in the Community Safety Strategy 2025-2030, for the period from 1 April 2025 to 31 March 2026. 191 - 242 10 Access to Free Period Products (Period Dignity Initiative) Update Submit report by the Acting Chief Officer (Housing and Communities) providing an update on the activity relating to the delivery and development of the Access to Free Period Products/Period Dignity Initiative. 243 - 266 11 Time Capsule Investment Plan Submit report by the Chief Officer (Community Operations) setting out the investment plan for the Time Capsule for delivery during 2026/27. 267 - 274 12 Summer of Sport Submit report by the Chief Officer (Community Operations) setting out the planned programme, anticipated target groups and timeline for delivery of a summer of sport. 275 - 290 13 Immersive Experience Action Plan Update Submit report by the Chief Officer (Community Operations) providing an update on the first immersive experience action plan. 291 - 306 14 Carbon Neutral Infill for Sports Pitches Submit report by the Chief Officer (Community Operations) providing an update on the modernisation of the synthetic sports pitch infrastructure. 307 - 312 Page 4 of 348
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15 Pride in Place Impact Fund Submit report by the Chief Officer (Place) detailing progress in delivery of the Pride in Place Impact Fund. 313 - 322 Performance 16 Active and Creative Communities Usage and Footfall Quarter 1 2025/26 and Quarter 1 2026/27 Submit report by the Chief Officer (Community Operations) providing an overview of usage and football associated with Council's sports culture and leisure facilities. 323 - 330 Contracts 17 Contract Award for The Time Capsule - Flume and Tipping Bucket Upgrade & Refurbishment Submit report by the Chief Officer (Community Operations) advising of the award of a contract for The Time Capsule - Flume and Tipping Bucket Upgrade & Refurbishment to Neuman Aqua Limited. 331 - 340 18 Contracts Awarded Below Committee Approval Threshold Submit report by the Chief Officer (Assets and Procurement) detailing contracts awarded since last meeting of the committee. 341 - 348 Page 5 of 348
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Community Board Local Development Programme North Lanarkshire Council Report Does this report require to be approved? ☒ Yes ☐ No Ref GW/MC Date 10/08/26 From Gillian Whitehead Chief Officer (Housing and Communities) Matt Costello, Community Partnership Manager, Enterprise, and Communities WhiteheadG@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) Approves amendments to existing projects and further project proposals and project criteria. (5) 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 Communities Committee E-mail Item 2 Page 7 of 348
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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 was allocated via the process approved by the Policy and Strategy Committee in June 2024. 1.4 The figures shown in Appendix 2 is allocated from the Council’s capital fund. LDP also aims to maximise funding from external sources, for example Scottish Government funding, such as the recently concluded Play Area Renewal Fund, housing developer contributions for play areas and Pride in Place impact funding from the UK Government. External funding from a range of sources fluctuates dependent on availability, location, and timescale, as does funding carry forward from previous years. 1.5 We will produce an annual report on the delivery of the LDP programme in the current financial year, including spend, for the second cycle of the Communities Committee in the summer of 2027. In addition, the Community Partnership Team has developed a Power BI data dashboard for LDP in each Community Board area. The data dashboard provides a visualisation of key LDP data at a community board level. Elected members can contact their areas Community Partnership Officer (CPO) if they would like further information. 1.6 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. 1.7 The amount allocated to each area reflects a reduction of up to 10% earmarked for delivery and other associated costs in relation to agreed projects. This will include technical support, tendering processes, design and project management and administration. 1.8 Since the start of the financial year on 1st April to 30th June 2026, the LDP has invested a total of £296,578 on projects across the nine Community Board areas. This data is derived from the total amount of invoices passed for payment by the project team Page 8 of 348
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between 1st April and 30th June 2026. The details of the expenditure on projects for this period are set out in Table 1. Table1. LDP projects expenditure from April 1st to June 30th of 2026 Community Board Area Project Name Type of Project Amount Paid Airdrie Centenary & West End Park Sculpture Garden Environmental £4,000.00 Bellshill Alder Bank Parking Viewpark Surfacing £782.60 Bellshill McCracken Drive Parking Viewpark Surfacing £641.01 Bellshill Liberty Road, Parking Bellshill Surfacing £1,095.78 Coatbridge Play Area Communication Boards for 9 Board Areas Play £13,545.00 Coatbridge Cenotaph floral displays Environmental £199.92 Coatbridge Carnbroe Heritage Panels Heritage £4,500.00 Cumbernauld Static CCTV for Beechwood Court / Stoneylee Road, Cumbernauld Community Safety £11,573.20 Cumbernauld Static CCTV for Condorrat Community Safety £16,000.00 Cumbernauld Westfield Primary School: Small Play Area Play £275.00 Kilsyth Rennie Road Play Park Play £82,767.03 Motherwell Outdoor Gym Margaret Drive, Muirhouse Play £35,275.00 Motherwell Outdoor Gym, Glenmore Rd- Lomond Walk, Newarthill Play £35,000.05 Motherwell Newarthill Tree Lighting Project Environmental £312.00 Northern Corridor Moodiesburn Outdoor Gym Play £35,275.00 Northern Corridor Ramoan Play Area, Glenboig - New Entrance Surfacing £10,680.00 Shotts Alexander Peden PS Harthill Environmental £16,491.56 Page 9 of 348
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Shotts Stane Gardens, Additional Benches Environmental £3,248.00 Wishaw Cleland Parking Surfacing £21,766.00 Wishaw Branchalwood Estate, Coltness - Nature walk upgrades Environmental £2,765.00 Wishaw Waverly Drive Play Area - Replace & upgrade Play £386.05 1.9 Graph 1 below provides an overview to the scale and status of the current LDP project portfolio, as of 30th June 2027, which provides a breakdown of projects by their location in the development and delivery process. Page 10 of 348
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1.10 Graph 1. LDP project portfolio, by stage as of 30th June 2026 1.11 The graph shows the large number of LDP projects that are either potential or actively being progressed; 67 in total. It also shows the ongoing demand for the programme- a total of 48 projects are under development as of 30th June 2026. A further 10 projects are seeking the Committee’s approval, see Table 2 below for details, while 9 projects will go to the next cycle of the Community Board meetings for their endorsement. This is a substantial project portfolio, demonstrating the level of demand from communities across North Lanarkshire for projects in their area and the substantial workload of the Community Partnership Team is developing and delivering these projects. 1.12 Appendix 3 of the report contains case studies of a recent LDP projects, the Carnbroe memorial from Coatbridge, the Sydney Devine plaque in Wishaw and the Moodiesburn play area in the Northern Corridor. 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. 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. Page 11 of 348
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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 2 provides a summary of the LDP projects seeking committee approval in this cycle. In total, nine projects from five Community Board areas are seeking approval from the Communities Committee. Table 2. Projects seeking approval from Communities Committee Community Board Area Project Name Project description Budget Airdrie John Clarke Statue, Chapelhall Groundworks and landscaping for a statue to John Clarke in his birthplace in Chapelhall. £50,000 Airdrie Holehills kick about area Create a small MUGA type facility in Holehills. £40,000 Airdrie Greengairs Community Garden Create a community garden in the village. £20,000 Bellshill Strathclyde Way Parking Project Improving parking at this location £15,000 Coatbridge Ukrainian Mural- Mural designed and painted by the local Ukrainian community. Proposed site is along the pathway to West End Park, the Main Street end of the pathway. £10,000 Page 12 of 348
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Coatbridge Kirkwood Community Garden A new community garden proposed by the Kirkwood tenants and Residents Association £20,000 Cumbernauld Condorrat Community Notice Boards Installation of two notice boards £4,000 Cumbernauld Maple Underpass painting Repainting the Maple underpass. £7,000 Northern Corridor Moodiesburn Youth play area New play area for Moodiesburn for older children. £100,000 Northern Corridor Stepps path work and solar lighting Upgrading pathways and installing solar lights. £15,000 3. Measures of success 3.1 Projects delivered within agreed timescales taking into account all relevant factors and budgetary considerations. 3.2 Local communities are involved from the earliest stage in the development of project designs and delivery and are generally satisfied with the outcome. 3.3 People in communities whose voices are seldom heard are engaged in putting forward/influencing projects within their community. 3.4 The governance role of the Community Boards is consolidated in terms of project development, approvals, and monitoring processes. 4. Supporting documentation 4.1 Appendix 1 Community Board Local Development Programme 2024/25 onwards. 4.2 Appendix 2 Budget Information. 4.3 Appendix 3 Your community asked, we delivered: LDP project case studies. Gillian Whitehead Chief Officer (Housing and Communities) Page 13 of 348
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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 14 of 348
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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. Page 15 of 348
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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). Youth Engagement and Consultation Community Partnership and Partner engagement and consultation with young people within Schools, youth groups, and Community Groups to gather their views to ensure young people are actively involved in the design and development of projects including: • Local Development Programme (LDP) projects (playparks, pump tracks and MUGA’s etc with young people (Primary and Secondary Schools). • LDP project ‘Design a sign Competitions’ to name and design signage for new playparks (Primary schools) • LDP to design and develop non-verbal communication boards for playparks. Consultation and engagement will have a direct positive impact on children and young people by actively involving them in decision-making processes that can help shape LDP projects and support partnership action to address issues identified by young people. If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☒ Page 16 of 348
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Appendix 1 Airdrie Project Name Project Description Progress Budget Notes Leaend Road, Parking spaces Creation of a car park on the large area of grassland in front of property located at 15 Leaend Road, Airdrie Under Development TBC Projects team to complete feasibility checks, unlikely to proceed. Calderbank Skate Park Play Facility Under Development TBC Site visit to be arranged. Holehills Kickabout Area New Play Area Seeking approval £40,000 Agreement in place with school for the development of a small MUGA. Project team assessing feasibility. John Clarke Statue Heritage project- groundworks for a statue to John Clarke in Chapelhall. Seeking approval £50,000 Initial discussion with community organisation to deliver a statue project for John Clarke, footballer, who was born in Chapelhall. Greengairs Community Garden Enhance the community garden in Greengairs Seeking approval £20,000 Design work being undertaken for community organisation. Community Partnership Initiatives Potential/ In progress £10,000 None currently planned Upgrade path and add solar lighting in Cairnhill road and Hogg Street community gardens. Surfacing project Potential/ In progress £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 Potential/ In progress £20,000 Contribution to the total cost of replacing the bollard system Roads team to undertake works. Page 17 of 348
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Play area renewal Airdrie Leisure Centre Play area upgrading project Potential/ In progress £150,000 Site visit undertaken by project team as part of feasibility assessment, CPO developing design spec. Play area renewal at Glenmavis. Play area upgrade project. Potential/ In progress £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 undertaken feasibility, costs identified with contractors. Moss avenue Parking Potential clearing existing lockups and resurfacing. Potential/ in progress £15,000 - 20,000 Consultation completed, project will progress. Longriggend welcome sign Low brick wall - Village welcome sign Potential/ in progress £ 15,000 Plan to include a miner’s memorial and information board and link to lost villages memorial. Awaiting feedback on the design from proposer. Ballochney Road Plains Path installation Path installation in Plains Potential/ In progress £20,000 Awaiting start date confirmation from contractors. Page 18 of 348
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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 Calderigg Place Craigneuk. Airdrie Leisure BMX Pump Track Upgraded pump track facility Potential/ In progress £170,000. Work started July 2026. Calderbank Welcome Road Sign Welcome Sign Potential/ In progress £3,000 Project on hold at present until further local consultation is undertaken. Chapelhall/ Bellside Road Parking Surfacing Potential/ In progress £40,000 Project team reviewing the complexity of the project to confirm scope of the project. Page 19 of 348
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Lost Villages Informative local point on the mining heritage of the village Potential/ In progress £35,000 CPO had a meeting with proposers and Museum staff to look at the information that will go on the interpretation boards. Projects team in discussion with contractor about 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 Project to be undertaken in two phases, site clearance and drainage work followed by surfacing of the site. Working with contractor to agree start date. Centenary & West End Park Sculpture Garden Cover the cost of installation for wood carvings Potential/ In progress £5,000 increased to £15,000.00 Projects team & CPO installed solar lighting in the existing bases. A further three sculptures have been completed and are ready for installation. 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. NLC Lighting team to install the poles, metal branches, and lights. 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 20 of 348
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Caldercruix Wheeled Sport Area Refurbishment of the existing wheeled sports area at Moss Avenue Potential/ In progress £50,000 Projects team reviewing specification and design for re- tendering during 2026. Petersburn Main Play Area Renew existent play area and concentrate all play provisions in one play area Project Completed £150,000 Project Completed April 2026 Caldercruix Play Area Caldercruix Play Area Upgrade Project Completed £150,000 Project completed April 2026. Bellshill Project Name Project Description Progress Budget Notes Clay Crescent play area Play area Under development TBC Initial stages of feasibility. Improving Parking at Strathclyde Way Improving Parking Provision and EV Accessibility in Strathclyde Way, Bellshill Under Development TBC 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 TBC 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 TBC Project team in discussion with supplier and the installation of a knee rail and looking at entrance and exit points from the site. Page 21 of 348
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Holytown War Memorial Garden Tree Lighting Install tree lighting for the trees in the War Memorial garden Under Development TBC Tree lighting not feasible due to distance between trees and no direct power source. Project team investigating the potential of solar lights. Bellshill Tree Lighting Tree lighting project Under Development TBC 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 TBC Awaiting signed proposal from Bellshill Community Council. Bellshill - North Road Underpass Underpass restoration. Under Development TBC Awaiting signed proposal from Bellshill Community Council CPO to confirm landowner. Hamilton Place Play Area (Quarry Street Play Area) New play area development In progress/ Potential £130,000 Projects team have investigated feasibility of project. Site visit to be undertaken. Dornoch Road, Holytown play area Upgrade of existing Play area opposite Holytown Primary School In progress/ Potential £35,000 Option to create an outdoor gym in the lower play area. Projects team to complete feasibility regarding this and previous play areas. 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 Work due to complete July 2026. Page 22 of 348
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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 Work due to complete July 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 Work due to complete July 2026 Shirrel Avenue Parking To re- surface/improve a disused lock- up site to ease amount of parking on Shirrel Avenue. In progress/ Potential TBC On hold pending clarification due to lockups being knocked down- CPO following up with Housing services regarding the lockups. Viewpark Glen Signage update and replace signages around Viewpark for the Glen/Douglas support estate. In progress/ Potential TBC Site visit undertaken by project team, awaiting feedback from proposer regarding the design for the signs. Page 23 of 348
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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. Holytown War Memorial Garden - Bench Installation Base for Benches Completed £1,250 Work completed mid- June 2026 Coatbridge Project Name Project Details Progress Budget Notes Avenue of Lights Trees on both sides of Bank Street from Blairgrove Court to the Cenotaph. Under Development £20,000 Projects team to complete feasibility checks Project on hold till completion of earlier project. 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. Page 24 of 348
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West End Bowling Club LDP support to improve community facility with green side shelters and path Seeking approval £10,000 Proposers have clarified lease issues. Feasibility checks ongoing, Project Officer to conduct site visit. Ukrainian Mural The group plan to create a piece of artwork using traditional Ukrainian themes to make area more aesthetically pleasing for local community and promote community engagement and cohesion. Seeking approval £10,000 Community Partnership Officer confirming the land ownership at the proposed site. Kirkwood Tenants & Residents Community Garden Install Community Garden Seeking approval £20,000 CPO met with proposers to discuss progression of project. Draft plans in development and Project has local support. Shawhead Underpass Project Community Art Project Resource Groups with art materials and 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 Potential/In Progress £2,000 Groups resourced to create art pieces for Shawhead Underpass March - June with 15- 16 local organisations involved. Community art sessions to be organised May-June West End Park Play Area Upgrade Upgrade of a Play Area Potential/ In progress £150,000 Project under consideration for financial year 2026/27 Whifflet Park Additional Swing Bay Environmental Improvement Potential/ In progress £1,000 Swing bay ordered through infrastructure contact. Awaiting delivery. Page 25 of 348
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Shawhead in Bloom Community growing project to enhance public spaces around Shawhead including development of community garden space Potential/ In progress £10,000 Projects Team enhancing draft design. Site has been remediated and ready for development. 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 Projects Team organising lighting, painting, and blind spot mirrors – scheduling to fit with art works completion and creation of underpass gallery. Dunbeth Bowling Club entrance pathways fill potholes and potentially resurface entrance pathway Potential/ In progress £15,000 Projects team meet with supplier in Mid- April Initial costs have been confirmed. Community Safety CCTV CCTV Potential/ In progress £25,000 No projects currently under development. Bargeddie MUGA Development of Bargeddie MUGA Potential/ In progress £90,000 Project started June- to be completed Mid July 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, work progressing with supplier. Page 26 of 348
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Greenend Outdoor Gym Development of Greenend Outdoor Gym space – project changed from extension to wheeled sports area due to public consultation Potential/ In progress £50,000 Project will go out to tender in next procurement exercise. 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. Carnbroe Heritage panels Install Heritage panels to safely screen mine cap in community garden Completed £5,250 Project completed April 2026 Cenotaph floral displays Large artificial hanging baskets at the cenotaph in West End Park on Bank Street. Completed £1,000 Project completed at the end of April 2026 Cumbernauld Project Name Project Details Progress Budget Notes Primrose Place Refurbishment Provide an upgrade of pathway along with Environmental & Heritage improvements in the area. Clean up, mural, raised beds and re- surface. Under Development TBC Proposal received 11th March 2026. CPO & Projects team to attend on site for feasibility checks. Page 27 of 348
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Castlecary Summer House, book, and game exchange Installation of a Summer House as gathering point and book and game exchange at the Castlecary Memorial Garden Under Development £15,000 Projects team completed site visit, most feasible site would be near the site entrance. 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. 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. Further options being considered with community group Page 28 of 348
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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 No projects currently under development. Arria Signage and Lighting Signage from Craighalbert Road to Arria Sculpture by Andy Scott. Seeking Approval £7,000 Awaiting update from Greenspace. No progress. Maple Underpass Painting Painting of the underpass between Maple Road and Whitelees Primary Seeking approval £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. Condorrat Community Noticeboards Two noticeboards for the Condorrat area of Cumbernauld Seeking Approval £2,000 Site identified, Noticeboards to be ordered. Page 29 of 348
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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. Allanfauld Road Seafar Play Area Install a new play area at Allanfauld Road, Seafar, Cumbernauld In progress/Potential £100,000 Project started mid July 2026 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. Page 30 of 348
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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 met with proposers on the 23rd of April regarding the design of the Memory Walk. 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. Page 31 of 348
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Westfield Primary School: small play area Trim trail small play area Completed £15,000 Work completed mid-June 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. New signpost Mill Street Banton Requesting the installation of road signage to warn motorists of frog crossings in areas where seasonal amphibian movement is known to occur. Under Development TBC CPO engaging with Projects team, graphics & Roads for feasibility and design. Cycle access to Auchinstarry Marina To build a kerb on the south pathway at the Dumbreck Access Gate to gain safe access to Dumbreck Marsh via the B802 Under Development TBC CPO met with community group. Projects team to discuss with roads 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 Projects team looking into long term feasible options and costs. Page 32 of 348
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Community Partnership Initiatives Funding to support partnership initiatives Under Development £1,500 Potential for a partnership with local schools to undertake a Participatory Budgeting project. 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 revising design and sent to Graphics team in late April. 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 in February 2026. The notice board at Provost McCann walkway still to have lock replaced. Community Safety CCTV Installation of CCTV systems In progress/Potential £25,000 CCTV for Barlanfauld Street completed. 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 Project to be completed in Mid-July 2026 Page 33 of 348
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Rennie Road Play Park Replace Play Area Completed £80,000 Project completed early May 2026. Hillside Park replacement playpark Remove old equipment and move the park to a more central point but close to the original sight Completed £80,000 Project completed in July 2026. Colzium Park Clean up and some new equipment Completed £100,000 Projected completed in July 2026. Motherwell Project Name Project Details Status Budget Notes Motherwell Community Garden Creation of a community garden in Muir Street, Motherwell Under Development TBC CPO to have a site visit. Project team looking at feasibility. Community Partnership Initiatives Funding to support community Under Development £10,000 No current projects under development. Page 34 of 348
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partnership initiatives Cornelia Street play area Play Area Upgrade Potential/ In progress £100,000 Feasibility work ongoing. Carfin play area Play Area Upgrade Potential/ In progress £5,000 Discussion with contractor about costs for additional equipment. Doon Street Play Area – Interactive Panels Play equipment Potential/ In progress £4,000 Panels to be ordered 3 Panels confirmed from proposers and to be added onto orders. Extension of Wishawhill Pump track: Social track Project Environmental & Woodland improvements around Wishawhill Woods including further development of pump track/cycling facilities Potential/ In progress Third Party Contribution TBC + £150,000 funding from Sports Scotland Facilities Fund & £35,000 from Wishaw and Motherwell board area. Design specifications have been produced, procurement strategy drafted. To go to Procurement. 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 consultation resulted in some changes as local people were wanting more heritage artwork. Artist currently re drafting designs. CPO & Projects team met with pavilion owner regarding drainage Page 35 of 348
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works to maintain the site & removal of fence. 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: Site visit undertaken in April. Projects Team developing design spec. working with contractor. Duchess Park Renewal of Equipment Replace old equipment in Duchess Park Potential/ In progress £60,000 Will be included in the next round of procurement in 2026/27 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 Outdoor Gym Margaret Drive, Muirhouse Installation of outdoor gym at Muirhouse park, allowing free access to gym equipment for residents of the area. Completed £35,000 Project completed late May 2026. Page 36 of 348
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Outdoor Gym, Glenmore Rd- Lomond Walk, Newarthill Development of an outdoor gym for community use Completed £40,000 Project Completed April 2026 Coursington Crescent Parking Additional parking Completed £15,000 Projected completed mid- April 2026. 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 No projects currently under development. Community Partnership Initiatives Funding to support community partnership initiatives. Under Development £3,000 No projects currently under development. Cardowan Pump Track Develop a pump track facility on ash site next to Cardowan MUGA, Frankfield Road Under Development £130,000 No progress – On hold. Moodiesburn Older Young People play area Develop a play area in Moodiesburn suitable for local young people (aged 11-16) Seeking approval £100,000 Consultation sessions have been undertaken with schools, and a neighbourhood survey has taken place. A resident’s consultation has been sent out and a design specification for the project is being developed. Stepps path works and solar lights project Path works and improvements and solar lighting installation. Seeking approval £20,000 Community consultation closed at the end of April, a large majority in favour of the project. Page 37 of 348
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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 has cleared the site. location of new gate to be decided. Village Park Play Area, Glenboig To redevelop areas of Village Park, play area, Glenboig Potential/ In progress £ 50,000 Delay in project start encountered due to delay in supplies and materials. Start date to be confirmed. 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 Vegetation has been cleared from the existing pathway, Project team working with the contractor on timescale for resurfacing the path. Page 38 of 348
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Moodiesburn Outdoor Gym Establish an outdoor gym facility Completed £30,000 Project completed end of April 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 Harthill Replacement benches and Streetscape project Replacement of two benches and two different sites withing Harthill Under Development £3,000 Potential to match fund project with the Town Centre Improvement fund. 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. 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. Eastfield Harthill Future Play Park Improvements To improve play provision in the local community: Potential/ In progress £100,000 Project due to start mid- June 2026. Stane Gardens, Additional benches Request for additional benches at Stane Gardens Includes notice board for Torbothie Wildflower Garden -Update CB -noticeboard Potential/ In progress £4,250 Benches ordered waiting for delivery to the Council and then installation with another supplier. Page 39 of 348
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is a separate entity and not associated with Stane Gardens. 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. Alexander Peden PS Harthill Community access to play and greenspace opportunities. Project to install fencing and installing gate Completed £15,000 Project completed in mid- April 2026. Wishaw Project Name Project Details Status Budget Notes Community Partnership Initiatives Funding to support community partnership initiatives Under Development £10,000 No initiatives at the current time. Overtown Welcome Signage and Heritage Feature Creation of a welcome wall Under Development £15,000 CPO and Projects team completed site visit and now developing designs, CPO creating proposal. Page 40 of 348
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Mavisbank St - Braedale play area Replacement of play 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. Tinto Play Facility Creation of a Play Facility in Tinto/Greenhe ad area Potential/ In progress £75,000 Consultation with locals on equipment to be completed. Mural Painting on Pavilion at King George V Park, Craigneuk Turn a building facade into a colourful mural Potential/ In progress £10,000 spilt between Motherwell and Wishaw (5k each) CPO's & Projects team met with artist on the 8th of April to discuss results of community wide (schools, local residents & Care home residents) consultation. Consultation results indicated more heritage artwork. Artist currently re drafting designs. CPO & Projects team to conduct a meeting regarding drainage works to maintain the site & removal of fence. Page 41 of 348
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Extension of Wishawhill Pump track: Social track Project Environmental & Woodland improvements around Wishawhill Woods including further development of pump track/cycling facilities Potential/ In progress Total budget of £220,000. £70,000 LDP funding (£35,000 from Motherwell and Wishaw Boards) Design specifications have been produced. to go to Procurement in Summer 2026. 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 final cost of £9,250 Project still progressing, design feature locomotive wheel currently in 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 shortly. Page 42 of 348
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Coltness Welcome Sign Welcome Sign Potential/ In progress £20,000 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 Summer of 2026 Page 43 of 348
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Appendix 2 LDP allocation by Community Board area 2026/27-202/29 Year Airdrie Bellshill Coatbridge Cumbernauld Kilsyth Motherwell Northern Corridor Shotts Wishaw 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 348
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Appendix 3 Your community asked, we delivered: LDP project case study: Carnbroe Heritage Panel Summary and Background This case study provides the Community Board with an update on one of the seemingly simple projects that can take some time to complete due to a number of external factors but with persistence and patience has now been completed. The Carnbroe Heritage Panel, standing almost three metres high and cast in iron, depicts three miners exiting a mine head. The panel was created to celebrate the industrial heritage in the area but also serves a purpose as part of the barrier fencing surrounding a capped air shaft in the community garden. Carnbroe Community Action for Residents (CCAR) worked with the Community Partnership Team and contractor to design this piece of industrial art and will create soft planting around this and the fenced area to blend with the landscape. The group are responsible for the community garden and are in the process of creating a series of pathways, fencing and planting around the site to enhance it for the use of the whole community. The Heritage Panel provides an imposing and beautiful reminder of the area’s heritage and local feedback has been very positive. Page 45 of 348
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LDP project case study: The Sydney Devine Memorial Plaque. Summary This case study sets out the development and delivery of the Sydney Devine Memorial plaque at Cleland Primary School. The Local Development Programme invested £7,685 in the project. Project development Initial engagement in this project took place with the fan base representative for Sydney Devine as the main contact representing the aspirations of the family and fans. The Community Partnership Officer (CPO) had continuous contact and meetings, commencing with a site visit to the potential planned location for the plaque in Cleland. This engagement process considered the wishes of the family and fan base in relation to the final narrative and image for the plaque. The CPO and Project Officer worked closely with the Graphics team to develop the final design and with the contractors on the stone for the plinth the plaque is to be installed on, to ensure that this was in line with the stone of Cleland Primary School. Engagement was also delivered by the CPO with children and staff at both Cleland and St Mary’s Primary Schools throughout the process, who learned about the life of Sydney Devine through workshops delivered in both schools, and they worked hard for several weeks on artwork and practicing for their performance for the memorial ceremony. The CPO developed an event plan to co-ordinate the 3-part event. These were planned jointly along with Cleland Primary School and the Community Council. On 12th March 2026, the unveiling of the Sydney Devine memorial plaque took place. This event was the culmination of months of planning and co-ordination between the Community Partnership Officer, Project Officer, fan and family representative and Cleland Primary School. The plaque itself was unveiled by Sydney’s daughter outdoors in very wet and windy weather conditions; however, this did not stop many fans and family attending the event. School children also gathered blowing bubbles in reference to the famous song “Tiny Bubbles,” as photographs were captured. Following the unveiling, a fantastic performance ceremony celebrating Sydney’s life took place within Cleland Primary School where children from both Cleland and St Mary’s Primary Schools performed 18 Yellow Roses, school musicians performed Tiny Bubbles, a group of children delivered a script of Sydney’s life, completed by a performance of Tiny Bubbles. The schoolboy who now lives in the cottage where Sydney was born and lived, was presented with the very rampant Lion flag that Sydney himself used to fly at his concerts, and Sydney’s daughter and the fan representative were presented with eighteen yellow roses each by the school. Sydney’s daughter delivered a moving speech and presentations to both schools were given in the form of Sydney Devine awards for each school to keep and present to children over the coming years in his memory. Video messages were streamed into the event by the famous Andy Cameron and two of Sydney’s grandsons who unfortunately could not make the event. The ceremony in the school was completed with a gallery of children’s artwork from both schools displaying a range of Sydney’s album covers, rhinestone suits and much more. The celebrations continued at Cleland Community Centre where Sydney’s band, Legend, played and performed many well-known songs. The band members travelled and performed Page 46 of 348
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with Sydney for almost 47 years, all in the 80’s now they came together for this event as their last gig as a band. They were joined by singing performers John Irons, Catherine Kerr, and Clark Stewart. Some of Sydney’s famous rhinestone suits were on display along with three of his personalised guitars and his gold disc. The whole event was emotional and celebratory, demonstrating community engagement at its best. The plaque will stand in Cleland pride of place, as a special tribute to a schoolboy from Cleland who became a household name and best-selling performer. Image 1: The Sydney Devine Memorial Page 47 of 348
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Image 2: Pupils from Cleland Primary School at the Memorial. Page 48 of 348
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LDP project case study: Moodiesburn play area project. This Local Development Programme (LDP) case study highlights how the Community Partnership Team developed a new play area in partnership with residents and Moodiesburn Community Action Group, responding directly to identified need in the Moodiesburn area. Background Following a series of local consultation sessions led by Moodiesburn Community Action Group, in partnership with the Community Partnership Team, residents identified a need for improved play facilities at the top end of Moodiesburn. The only viable location for the proposed project was the grassed area within the grounds of St. Michael’s Primary School, accessed from Blackwoods Crescent. Feasibility checks confirmed the suitability of the site for development as a community play space. Consultation Building on earlier engagement, the Community Partnership Team carried out further consultation with children and young people at St. Michael’s Primary School and Glenmanor Primary School. Feedback showed an overwhelming preference for the installation of new play equipment at the proposed location. In parallel, a neighbourhood survey with local residents reinforced the demand for improved play opportunities in this part of Moodiesburn. The feedback from young people directly informed the design and specification of the facility. Subsequent feasibility assessments confirmed that the project could proceed to the implementation stage, supported through LDP funding. Image 1: Moodiesburn play area Page 49 of 348
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Images 2 & 3: Moodiesburn play area. Delivery and impact The LDP-funded play area was officially opened in early 2026, complementing the existing small Multi-Use Games Area (MUGA) on site. The play equipment installed was chosen in line with the preferences expressed by children and young people during the consultation process. Since opening, the facility has been well used by the local community. The Community Partnership Team continues to carry out monitoring of ground conditions, particularly in response to periods of heavy winter rainfall, to ensure the site remains safe and usable for the community. Page 50 of 348
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North Lanarkshire Council Report Does this report require to be approved? ☒ Yes ☐ No Ref LP/GW Date 10/08/26 From Gillian Whitehead, Chief Officer (Housing and Communities) whiteheadg@northlan.gov.uk PollockLe@northlan.gov.uk Executive Summary The purpose of this report is to provide the Communities Committee with the details of a Community Asset Transfer (CAT) request made by Moorlands Football Club to purchase Spindlehowe Playing Field, Pavilion and Car Park. And to provide information on the outcome of the assessment process together with a recommendation to approve the request Recommendations It is recommended that the Communities Committee: (1) Considers the detailed assessment of the application against approved criteria, included at Appendix 2, of this report; and (2) Approves the recommendation by the Community Assets Leadership Group to approve the Community Asset Transfer Request from Moorlands Football Club for the area described at Appendix 1 (3) Ensure that approval of the application reflects requirements for further assurance prior to conclusion. For example, around funding, affordability and long-term financial delivery of the proposed redevelopment programme. The Plan for North Lanarkshire Priority Enhance participation, capacity, and empowerment across our communities Ambition statement (20) Improve the involvement of communities in the decisions, and development of services and supports, that affect them Programme of Work Resilient People Communities Committee Community Ownership and Management of Assets: Application from Moorlands Football Club for the Asset Transfer of Spindlehow Pitches E-mail Item 3 Page 51 of 348
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1. Background 1.1 Part 5 of the Community Empowerment (Scotland) Act 2015 encourages community- based groups to take control of assets to be utilised for positive outcomes as driven and directed at a local level. Qualifying groups can apply to a relevant authority, which includes local authorities, to either lease or purchase an asset. 1.2 Upon a formal application being made, the relevant authority is bound to carry out an assessment of the request, establish that the applicant is a qualifying body and assess both the sustainability and likely benefit of the asset transfer. Benefits can include social wellbeing, economic benefit and provision of services and activities that would not otherwise be provided. 1.3 In general terms where a group meets qualifying and eligibility criteria, they can apply for almost any asset held by a relevant authority. The asset does not have to be surplus to the council’s operational requirements. Exclusions apply in a few circumstances including: 1.4 NLP mortgaged properties Common Good Assets Where the council has entered into a legal agreement for sale or demolition of an asset. 1.5 If it is determined that the asset is not surplus the council needs, the council must assess the operational benefit of retaining the asset against the potential community benefits of approving the transfer. An application can be rejected on grounds including, but not exclusive to, the business model is not sustainable, the proposal is not financially viable, the group cannot evidence community support or community benefit, or the group cannot demonstrate that they have the capacity to manage the asset. 1.6 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. 1.7 Building on recent learning and review work, the policy is currently being refreshed to further support the councils and will be considered by the Policy and Strategy Committee later in 2026. The aim remains to ensure that the focus is on achieving positive outcomes and using available resources and tools to over time increase the pace and volume of successful outcomes while protecting the business of the council, considering any impact on the wider community and managing risk levels. 1.8 The councils Community Ownership and Management of Assets policy and approach can be accessed here, and further information and tools are available on the North Lanarkshire Council website. 2. Report 2.1 Moorlands Football Club is a Scottish Charitable Incorporated Organisation (SCIO) (charity number, SC054617) The organisation has submitted a formal request to purchase Spindlehowe Playing Field, Pavilion and Car Park as shown on the map at appendix 1. The asset has been internally valued at £40,000 and externally valued at £45,000, with the applicant offering £20,000 for its acquisition. The proposed purchase price reflects a social value discount of between 50 and 56%. Page 52 of 348
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2.2 The organisation proposes to transform Spindlehowe Park into a multi-purpose community asset for the Club and to create a safe, inclusive, and accessible space to deliver sport, physical activity and community events for people of all ages. This will be achieve through use of the existing playing surface and creating additional 7 and 5-a- side pitches. Upgrade and expansion work proposes to increase capacity and community access. 2.3 While assessment showed that the applicant has demonstrated their ambition, community benefit of their proposal and a positive understanding of local need, there were some elements that remain uncertain and out with the direct control of the applicant, including elements of the proposed active travel infrastructure, external funding opportunities and wider environmental improvements. For this reason, approval of the application should reflect requirements for further assurance prior to conclusion. For example, around funding, affordability and long-term financial delivery of the proposed redevelopment programme. 2.4 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 2. 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 In line with the Council’s Community Ownership and Management Policy and associated scoring process the findings of the Officer Assessment Panel were reported to the Community Asset Leadership Group for consideration. The Group comprises of: • Chief Officer (Strategy and Engagement); • Chief Officer (Asset and Procurement); • Chief Officer (Community Operations); • Chief Officer (Legal and Democratic); and • Chief Officer (Finance & Technology). The recommendation is that the Communities Committee approve the application based on the findings of the assessment attached at Appendix 2. 3. Measures of success 3.1 Support provided to community groups and organisations because of initial CAT or PR enquiries; Page 53 of 348
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3.2 Positive outcomes or referrals because of initial CAT or PR enquiries 3.3 Increased completions for transfer of assets to community organisations. 3.4 Number of distribution points across North Lanarkshire. 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 and supporting documents can be accessed on the Council's website here. 4.4 Appendix 1 Map of Asset 4.5 Appendix 2 Assessment of application. Gillian Whitehead, Chief Officer (Housing and Communities) Page 54 of 348
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The recommendation involves approval for the transfer of an asset to community ownership for community use. An EQIA will consider any impact on equalities groups and will be available here. If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☒ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? As outlined in the assessment at Appendix 2. The asset has been internally valued at £40,000 and externally valued at £45,000, with the applicant offering £20,000 for its acquisition. The proposed purchase price reflects a social value discount of between 50 and 56%. 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 55 of 348
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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? Wider use of environmentally friendly products and delivery products is encouraged. This includes looking at testing approaches to increasing access to environmentally friendly products and piloting low carbon delivery mechanisms with local voluntary organisations. 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? Application scored moderate for risk reflecting the potential and scale of the project. The scale of the future projects and development introduces an element of strategic, financial and operational risks which require further management before the full transfer can conclude. The panel was satisfied risks are capable of being mitigated through appropriate planning, project management and the inclusion of proportionate conditions within the transfer arrangements. Page 56 of 348
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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 57 of 348
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Appendix 1 Map of Asset Page 58 of 348
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Appendix 2 Assessment framework used to inform the recommendation on a Community Asset Transfer Request Name of Organisation/Applicant Moorland Football Club Details of the Asset Spindlehowe Playing fields, Pavillion and Car Park (UPRN: 2022630) Community Area/Ward Viewpark (Ward 14) Thorniewood Date submitted 12 April 2026 Validation – 27 April 2026 Date of Scoring Panel 26 June 2026 Summary comments Moorlands FC has presented a well-developed Community Asset Transfer application which demonstrates a clear strategic ambition for the future use and development of Spindlehowe Park. The application is supported by a substantial volume of information and evidence, although key aspects of delivery remain dependent on external funding, statutory approvals and further project development. The proposal seeks to bring a community asset into community ownership to support participation in sport, health and wellbeing, community resilience and wider opportunities for local people. The asset has been externally valued at £45,000, with the applicant offering £20,000, representing a social value discount of £25,000 (55.56%). The Council's internal valuation is £40,000, although clarification may be required regarding the site area assessed within each valuation. The asset is clearly identified and its condition understood. A phased development approach has been proposed, with the intended use remaining compatible with the site's existing recreational function while offering potential to increase participation through enhanced facilities and additional pitch provision. The panel was satisfied that Moorlands FC is a stable and well-governed organisation with an established track record of delivering community benefit through grassroots sport. Governance arrangements appear proportionate and supported by an experienced management committee, providing assurance regarding leadership and oversight. The principal consideration is not the capability of the organisation itself, but the transition from operating a successful community football club to assuming ownership and long-term stewardship of a significant public asset. The proposed redevelopment is ambitious, and delivery remains dependent on securing funding, project management capacity and any necessary statutory consents. The application is supported by a considerable level of community engagement and stakeholder support. The strongest aspects of the submission relate to organisational commitment, community backing and strategic alignment. Lower scores were awarded where further assurance was required regarding long-term delivery, financial sustainability and project risk management. These scores reflect the current level of evidence available rather than weaknesses within the organisation. Having considered all information submitted, the panel concluded that the proposal has the potential to deliver positive community outcomes and wider community benefit. However, further assurances are required prior to legal completion, particularly in relation to funding, Page 59 of 348
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project delivery, community access arrangements, active travel proposals and long-term asset stewardship. Accordingly, the application is assessed as a credible proposal with the potential to deliver meaningful community benefits, subject to satisfactory resolution of the matters identified through the assessment process. Potential Heads of Terms Considerations: 1. Obtain formal pre-application planning advice from North Lanarkshire Council regarding the proposed redevelopment and any associated planning requirements. 2. Provide evidence of secured capital funding, or an acceptable funding strategy, demonstrating how the phased development proposals will be financed. 3. Submit a phased project delivery programme identifying key milestones, funding dependencies and delivery timescales. 4. Demonstrate satisfactory arrangements for continued access by existing users and appropriate wider community access to the site. 5. Clarify governance, funding, ownership, delivery and long-term maintenance responsibilities relating to the proposed active travel connection, including confirmation of partner commitments where relevant. 6. Prepare and maintain a project risk register covering strategic, financial, operational and delivery risks, together with appropriate mitigation measures. 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, the existing condition is described, and a phased development proposal has been prepared. The proposed use remains compatible with the existing recreational use and would likely increase utilisation through additional pitches and improved facilities. The proposal demonstrates a good understanding of the asset, although future capital works remain dependent upon funding and statutory approvals. Page 60 of 348
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The proposed future use represents a logical continuation and enhancement of the site’s existing sporting function. The redevelopment proposals demonstrate ambition. Although the long-term vision is compelling, successful delivery remains dependent upon a number of external factors which require further confirmation prior to implementation. Assessment: Strong 2 Organisational Information – Includes governance and capacity to deliver Notes: The organisation demonstrates an appropriate governance structure with a range of professional skills represented amongst trustees. There is evidence of sustained community delivery and volunteer capacity. However, the organisation has not previously owned or managed a public asset of this scale and some operational systems remain to be tested in practice. The panel concluded that Moorlands FC has demonstrated that it is a well-established and credible community organisation with a a proven record of community delivery and a significant volunteer base capable of supporting its current activities. The applicant has provided clear information regarding its legal status as a Scottish Charitable Incorporated Organisation (SCIO), together with details of the organisation’s committee structure, governance arrangements and the professional experience of individual trustees. Collectively, the committee demonstrates a broad range of knowledge and experience across finance, law, education, business management, project delivery and community sport, providing confidence that the organisation possesses an appropriate range of skills to oversee the strategic direction of the club. The panel also recognised the established volunteer culture with the club is a strength of the organisational and provides confidence regarding the club’s ongoing community engagement and operational sustainability. Evidence submitted within the application also demonstrates a track record of delivering football programmes, fundraising activities, partnership working and volunteer development. The organisation has established relationships with a wide range of community organisations, football governing bodies, elected members, businesses and funding partners, illustrating an ability to work collaboratively in pursuit of wider community objectives. Whilst the organisation demonstrates organisational maturity within the context of grassroots football, the panel also recognised that ownership and long-term management of a significant public asset represents a step change in organisational responsibilities. Although the committee possesses a wide range of relevant professional skills, the organisation has not yet demonstrated practical experience of managing a community asset of this scale, including responsibility for long-term property maintenance, statutory compliance, capital project management and lifecycle asset planning. On balance, the evidence aligns most closely with the strong descriptor. Assessment: Strong: 3 Type of request, payment and conditions Page 61 of 348
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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 asset has been externally valued at £45,000, with the applicant offering £20,000, representing a social value discount of £25,000 (55.56%) the rationale based upon community benefit and investment. The panel considered that the applicant has articulated the nature of the request and has presented a coherent rationale for seeking community ownership of Spindlehowe Park. The application sets out the reasons why ownership is considered necessary to provide long-term security for the organisation, facilitate significant capital investment and enable the club to deliver wider social, health and community benefits. The panel accepted that the applicant has demonstrated a genuine commitment to investing in the asset and has presented a clear vision for its future development. The proposal identifies substantial planned investment in the playing fields, pavilion and associated infrastructure together with wider aspirations to improve accessibility, increase participation and support community regeneration. These aspirations are consistent with the objectives of Community Asset Transfer and demonstrate that the organisation has considered the long-term future of the site. Notwithstanding these positive aspects, the panel also recognised that the proposed transfer is dependent upon a number of significant assumptions relating to future funding, project delivery and capital investment. Whilst the applicant has identified potential funding opportunities and outlined an intended programme of redevelopment, confirmation of external funding and the overall financial package required to deliver the project had not yet been secured at the time of assessment. The panel also considered the proposed financial consideration in the context of the Council’s wider Best Value obligations. Whilst recognising the community benefit case advanced by the applicant, the panel concluded that the level of consideration offered should be viewed alongside the significant public investment proposed, the scale of future capital works and the need to ensure that the Council receives appropriate assurance regarding long-term stewardship of the asset. The panel therefore concluded that the request itself is reasonable, clearly explained and supported by an appropriate community rationale. However, further assurance is required. Accordingly, the application aligns most appropriately with the moderate descriptor. Assessment: Moderate 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 demonstrates a good understanding of the strategic policy framework within which Community Asset Transfer operates. The proposal has been developed with clear reference to community empowerment, health improvement, active lifestyles, environmental enhancement and community regeneration. The anticipated outcomes are consistent with the ambitions of the Plan for North Lanarkshire and support wider Community Planning objectives. Page 62 of 348
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The application clearly identifies how the redevelopment of Spindlehowe Park could contribute towards improving opportunities for children and young people, promoting healthier lifestyles, increasing participation in organised sport and creating a more accessible and attractive community facility. These ambitions align positively with the Council’s aspirations around community empowerment, tackling inequalities, improving health outcomes and supporting vibrant, resilient communities. The panel also recognised that the proposal demonstrates awareness of wider strategic themes including environmental improvement, active travel, climate change and partnership working. The inclusion of proposals relating to active travel connectivity and improvements to the wider public realm further strengthens the strategic context of the application and illustrates an ambition to maximise community benefit beyond the immediate sporting use of the site. Whilst the application demonstrates strong strategic alignment, the panel also recognised that a number of anticipated outcomes remain dependent upon successful implementation of the wider redevelopment programme. Many of the projected benefits will only be realised following completion of the proposed capital investment and successful delivery of subsequent phases of the project. Nevertheless, the panel considered that the applicant has provided a well-reasoned and proportionate explanation of how the proposal contributes towards the Council’s strategic priorities. Assessment: Strong: 5 Community Proposal – Includes project aims, community engagement and community benefit/need Notes: The applicant has demonstrated their ambition and has developed a proposal that has the potential to generate lasting community benefit across a number of policy areas. The proposal reflects a positive understanding of local need and presents an attractive long-term vision for community ownership. The panel also recognised that several aspects of the proposal extend beyond the direct control of the applicant, including elements of the proposed active travel infrastructure, external funding opportunities and wider environmental improvements. Successful delivery of these elements will require ongoing engagement with a range of external organisations and statutory bodies. The assessment panel was satisfied that the proposal has merit and is worthy of progression. However, the panel considered it appropriate to distinguish between the strategic aspirations contained within the application and those elements which are currently evidenced and deliverable. The agreed Moderate assessment reflects the current level of assurance rather than the overall ambition of the proposal. Assessment: Moderate 6 Support – Includes stakeholder engagement and partnership working This section looks Including evidence community and stakeholders have been engaged Page 63 of 348
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Notes: The application demonstrates meaningful community engagement and a positive level of support from a broad range of stakeholders. The applicant has established itself as an important community organisation with an existing reputation for delivering grassroots sporting opportunities and engaging positively with residents and partner organisations. The panel recognised that the applicant has invested considerable time in engaging with the local community and has sought to develop a proposal that reflects local aspirations for improved sporting facilities and increased opportunities for community participation. The consultation undertaken demonstrates positive engagement and provides confidence that the proposal has been informed by local opinion. The application is further strengthened by the inclusion of letters of support and evidence of partnership working with organisations operating across the sporting, community and public sectors. Collectively, this evidence illustrates that the organisation has established positive relationships and enjoys a good level of credibility within the local community. The evidence provides confidence that the proposal has been developed with community involvement and that there is a strong foundation upon which future partnership working can continue to develop. Assessment: Strong: 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 asset has been internally valued at £40,000 and externally valued at £45,000, with the applicant offering £20,000 for its acquisition. The proposed purchase price reflects a social value discount of between 50 and 56%, supported by the applicant's intention to deliver wider community, health and wellbeing benefits through community ownership and development of the site. The applicant has presented a business plan containing projected income and expenditure forecasts which indicate recurring annual operating surpluses and demonstrate an understanding of the ongoing operational and maintenance responsibilities associated with ownership of the asset. Income is forecast from a combination of membership subscriptions, facility hire, fundraising activity and wider community use, providing a reasonable level of confidence that routine operational costs could be met. The application also identifies existing financial reserves and a commitment to invest in the acquisition and future development of the site. However, while these provide a positive indication of organisational commitment, the reported cash balances have not been independently verified through supporting financial evidence. Notwithstanding these positive indicators, there remains a degree of uncertainty regarding the overall affordability and deliverability of the proposed capital investment programme. Whilst the application refers to a development programme of approximately £250,000, the supporting feasibility information identifies higher estimated project costs and does not provide a fully evidenced funding strategy demonstrating how all elements of the proposed development will be financed. Limited information has been provided regarding the funding of pavilion improvements, active travel infrastructure, VAT implications and any potential funding gap between estimated project costs and identified funding sources. Page 64 of 348
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Overall, the financial information provides reasonable assurance that the organisation can manage the ongoing operational costs associated with ownership. However, further clarification and supporting evidence would be required to provide confidence that the full capital development programme can be delivered within the proposed timescales. On balance, the financial information demonstrates a moderate level of financial robustness, with identifiable strengths in operational sustainability but remaining uncertainties relating to the capital funding strategy. The panel was satisfied that the organisation is operating on a stable basis and has demonstrated an ability to manage its current activities. However, further assurance is required regarding the funding, affordability and long-term financial delivery of the proposed redevelopment programme. These considerations informed the assessment score and reflected the current level of financial evidence available rather than concerns regarding the organisation's existing financial management arrangements. Assessment: Moderate 8 Risk/Social Impact – Includes potential impact and barriers/challenges and understanding of managing the asset. Notes: The panel recognised that, if successfully delivered, the proposal has the potential to generate positive social impact through increased participation in sport, improved health and wellbeing, expanded opportunities for young people, strengthened volunteering and wider community engagement. The proposed redevelopment of Spindlehowe Park also has the potential to contribute positively towards community pride, environmental improvement and long-term place making. However, the scale of the proposed redevelopment inevitably introduces a number of strategic, financial and operational risks which require further management before the transfer can proceed. Several project risks remain to be fully addressed, including planning considerations, confirmation of capital funding, delivery of the phased redevelopment programme, long-term asset maintenance responsibilities and the governance arrangements associated with elements of the wider project, including the proposed active travel infrastructure. At the time of assessment these risks had been identified in principle but had not yet been considered within a formal project risk matrix. The moderate assessment reflects the current maturity of the project rather than any concerns regarding the applicant’s intentions or commitment. The panel was satisfied that many of the identified risks are capable of being mitigated through appropriate planning, project management and the inclusion of proportionate conditions within the transfer arrangements. The anticipated social impact aligns well with the objectives of Community Asset Transfer. The principal risks relate less to community benefit and more to long-term stewardship of the Page 65 of 348
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asset, future maintenance liabilities and successful delivery of the proposed capital programme. Assessment: Moderate Page 66 of 348
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North Lanarkshire Council Report Name of committee: Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref LP/GW Date 10/08/26 Community Ownership and Management of Assets: Application from Wishaw Men’s Shed to purchase Gowkthrapple Community Centre From Gillian Whitehead, Chief Officer (Housing and Communities) E-mail whiteheadg@northlan.gov.uk PollockLe@northlan.gov.uk Executive Summary The purpose of this report is to provide the Communities Committee with the details of a Community Asset Transfer (CAT) request made by Wishaw Men’s Shed to purchase Gowkthrapple Community Centre, Allershaw Road, Wishaw. And to provide information on the outcome of the assessment process together with a recommendation to approve the request Recommendations It is recommended that the Communities Committee: (1) Considers the detailed assessment of the application against approved criteria, included at Appendix 2, of this report; and (2) Approves the recommendation by the Community Assets Leadership Group to approve the Community Asset Transfer Request from Wishaw Men’s Shed for the area described at Appendix 1. (3) That approval is with the proviso that the applicant participates in post development pathway designed to provide extra support to the organisation as they transition to asset ownership. The Plan for North Lanarkshire Priority Enhance participation, capacity, and empowerment across our communities Ambition statement (20) Improve the involvement of communities in the decisions, and development of services and supports, that affect them Programme of Work Resilient People Item 4 Page 67 of 348
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1. Background 1.1 Part 5 of the Community Empowerment (Scotland) Act 2015 encourages community- based groups to take control of assets to be utilised for positive outcomes as driven and directed at a local level. Qualifying groups can apply to a relevant authority, which includes local authorities, to either lease or purchase an asset. 1.2 Upon a formal application being made, the relevant authority is bound to carry out an assessment of the request, establish that the applicant is a qualifying body and assess both the sustainability and likely benefit of the asset transfer. Benefits can include social wellbeing, economic benefit and provision of services and activities that would not otherwise be provided. 1.3 In general terms where a group meets qualifying and eligibility criteria, they can apply for almost any asset held by a relevant authority. The asset does not have to be surplus to the council’s operational requirements. Exclusions apply in a few circumstances including: • NLP mortgaged properties • Common Good Assets • Where the council has entered into a legal agreement for sale or demolition of an asset. 1.4 If it is determined that the asset is not surplus the council needs, the council must assess the operational benefit of retaining the asset against the potential community benefits of approving the transfer. An application can be rejected on grounds including, but not exclusive to, the business model is not sustainable, the proposal is not financially viable, the group cannot evidence community support or community benefit, or the group cannot demonstrate that they have the capacity to manage the asset. 1.5 In June 2024 the Policy and Strategy Committee approved a new Community Ownership and Management of Assets Policy and associated resources aiming to improve the council’s approach to building capacity and opportunity with organisations looking to take on ownership, lease or management of a council owned asset. 1.6 Building on recent learning and review work, the policy is currently being refreshed to further support the councils and will be considered by the Policy and Strategy Committee later in 2026. The aim remains to ensure that the focus is on achieving positive outcomes and using available resources and tools to over time increase the pace and volume of successful outcomes while protecting the business of the council, considering any impact on the wider community and managing risk levels. 1.7 The councils Community Ownership and Management of Assets policy and approach can be accessed here, and further information and tools are available on the North Lanarkshire Council website. 2. Report 2.1 Wishaw Men’s Shed is a Scottish Charitable Incorporated Organisation (SCIO) (charity number, SCO54419). The organisation has submitted a formal request to purchase Gowkthrapple Community Centre Allershaw Road, Wishaw as shown on the map at appendix 1. The asset has been assessed externally as having a value of £75,000. This is below the council’s internal valuation of £121,000. The organisation has increased their initial offer price of £1 to £10,000 which represents a significant financial Page 68 of 348
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discount as well as plans to expand the operating times for the Mens Shed and extending provision local women, the organisation proposes to increase the use of an underused community facility through a bookable space in the main hall for existing and new community activities and services. They want to use the smaller space to create a ‘warm space’ and advice hub in partnership with other agencies. Their core aim is to reduce loneliness and isolation in men living in the area while benefitting wider community through space for community led activities and social opportunities 2.2 Some risk was identified in the proposal relating to long-term financial sustainability rather than community delivery. This was linked to areas such as future maintenance liabilities, dependency upon volunteer capacity, ongoing fundraising requirements and the absence of detailed lifecycle asset planning. Therefore, for the project to be approved it is recommended that a programme of support be implemented prior to conclusion 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 2. 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. The Group comprises of: • Chief Officer (Strategy and Engagement); • Chief Officer (Asset and Procurement); • Chief Officer (Community Operations); • Chief Officer (Legal and Democratic); and • Chief Officer (Finance & Technology). 2.5 The recommendation is that the Communities Committee approve the application based on the findings of the assessment attached at Appendix 2. However, with the proviso that the applicant participates in post development pathway which will be designed to provide extra support to the organisation as they transition current delivery to asset ownership. Page 69 of 348
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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 3.3 Increased completions for transfer of assets to community organisations. 3.4 Number of distribution points across North Lanarkshire. 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 ans supporting documents can be accessed on the Council's website here. 4.4 Appendix 1 Map of Asset 4.5 Appendix 2 Assessment of application. Gillian Whitehead, Chief Officer (Housing and Communities) Page 70 of 348
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The recommendation involves approval for the transfer of an asset to community ownership for community use. An EQIA will consider any impact on equalities groups and will be available here. If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☒ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? As outlined in the assessment at Appendix 2, the asset has been assessed externally as having a value of £75,000. This is below the council’s internal valuation of £121,000. The organisation has offered a price of £10,000 to purchase the asset representing a significant financial discount 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☒ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The Council’s approach to Community Ownership and Management of Assets reflects and supports the requirements of the Community Empowerment (Scotland) Act 2015. Representatives from Legal and Democratic Services are involved in the Corporate Community Ownership and Management of Assets Working Group and the Leadership Group 5.5 Data protection impact Page 71 of 348
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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? Wider use of environmentally friendly products and delivery products is encouraged. This includes looking at testing approaches to increasing access to environmentally friendly products and piloting low carbon delivery mechanisms with local voluntary organisations. 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? Application scored moderately for risk. Anticipated community benefits were viewed positively but risks were identified as relating to future maintenance liabilities, dependency upon volunteer capacity, ongoing fundraising requirements and limited of detailed lifecycle asset planning. The risks relate to stewardship of the asset rather than delivery of community outcomes. On balance, the proposal was assessed as Moderate within this Page 72 of 348
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category and when viewed alongside other scoring categories and community benefit the risks were viewed as manageable 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 73 of 348
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Appendix 1 Map of Asset Page 74 of 348
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Appendix 2 Assessment framework used to inform the recommendation on a Community Asset Transfer Request Name of Organisation/Applicant Wishaw Men’s Shed Details of the Asset Gowkthrapple Community Centre Community Area/Ward Wishaw – Ward 21 Date submitted 18 February 2026 Validation – 27 April 2026 Date of Scoring Panel 19 June 2026 Recommendation Approve/Reject/ Defer (delete as appropriate) Approve Summary comments The assessment panel concluded that Wishaw Men’s Shed has presented a positive and credible proposal capable of delivering meaningful community benefit and increased utilisation of Gowkthrapple Community Centre. The application demonstrates strong community support, strategic alignment and a clear commitment to improving outcomes for residents. The asset is clearly identified; proposed use is compatible with existing community centre use; property condition and future lifecycle liabilities require due diligence. SCIO status, active trustees and relevant skills evidenced; short organisational lifespan and no prior asset management track record, prevent a very strong grading. The application is requesting Ownership and with an offer price of £10,000. The price is below market value and depends on social value / Best Value justification. The application provides relevant and satisfactory links to TPFNL and Wishaw LOIP priorities. The overall proposal has clear aims, survey support and wellbeing outcomes; engagement is credible but modest in scale and some outcomes remain aspirational. Good community and stakeholder support is evidenced; partnership links are developing, but formal joint delivery responsibility is limited. In terms of the financial information - short-term operating projections are provided, but long-term lifecycle costs, capital replacement and reliance on Council support remain material concerns. Social impact is positive, but only moderate assurance is provided on long-term asset stewardship, lifecycle maintenance and ownership risks. It is recommended that the Community Ownership Leadership Group support the transfer request, but with the proviso that the applicant participates in post development support pathway which will be designed to provide extra support to the organisation as they move for activity and programme delivery to asset ownership. In recognition of the positive assessment outcome and anticipated community benefits, consideration should also be given to access to Community Asset Transfer Capital Support Fund assistance. Page 75 of 348
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Summary Grading Very Strong Strong Moderate Weak Very Weak 1.Details of the asset x 2.Organisation information x 3.Type of Request x 4.Link to the NL Plan x 5.Community Proposal x 6.Support x 7.Financial Information x 8.Risk/Social Impact x 1 Details of the Asset: Includes asset status and proposed use. This section asks the council to ensure they are in a position to transfer the asset Notes: The asset has been clearly identified, and the applicant has set out a coherent proposal for its future use. The proposed activities are compatible with the existing function of the building and would retain community access whilst increasing utilisation of the facility. The proposed use is compatible with the existing function of the building and has the potential to increase community utilisation. However, responsibility for future maintenance, repair obligations and long-term asset stewardship will require further consideration as part of any future ownership proposal. Assessment: Strong 2 Organisational Information – Includes governance and capacity to deliver The organisation has demonstrated positive development since its establishment and has assembled a trustee board with a range of relevant skills and experience. The organisation is enthusiastic, active and locally supported Evidence has been provided of governance arrangements, fundraising activity, partnership development and successful delivery of community-based activity. Whilst this provides confidence regarding the organisation’s potential, its relatively short operating history means that longer-term organisational resilience and asset management capability are yet to be fully evidenced. Whilst the organisation’s operating history remains limited, the assessment has focused on the quality of governance arrangements, evidence of organisational development and demonstrated commitment rather than simply the age of the organisation. The panel considered that organisational maturity should continue to develop through practical management of the asset under an appropriate phased arrangement. Assessment: Page 76 of 348
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Strong: 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 applicant has requested transfer of ownership for the sum of £10,000. Which is an improved offer compared to the peppercorn offer within the application. This demonstrates a commitment by the applicant towards acquiring the asset and reduces the level of discount being sought from the Council. The revised offer has been considered as part of the overall assessment of the application. It provides additional evidence of the organisation's willingness to make a direct financial contribution towards the acquisition while maintaining its ability to deliver the community benefits set out within the business plan. The applicant references an external valuation of approximately £75,000; however, this valuation was not submitted. The Councils internal valuation identifies a current use value of £121,000. The panel considered that the request remains below market and fair value and therefore aligns more closely with the Moderate descriptor. However, the panel recognise the social value and the impact the organisations activities and programmes will have on men from the Wishaw area. Assessment: Moderate 4 Link to Strategy How the project links into the vision and ambitions set out in the Plan for North Lanarkshire (TPFNL) Notes: The applicant demonstrates a good understanding of the Plan for North Lanarkshire and has identified several relevant links between the proposal and strategic priorities. The proposal aligns with themes relating to health and wellbeing, tackling isolation, community participation, inclusion, environmental sustainability and increased use of community assets. Assessment: Strong: 5 Community Proposal Includes project aims, community engagement and community benefit/need Notes: The proposal demonstrates a clear understanding of local need and the challenges associated with loneliness, isolation, health inequalities and social exclusion. The aims and objectives are clearly stated, and the anticipated community benefits are realistic and proportionate to the scale of the organisation and noted that many proposed activities build upon services already being delivered successfully. Whilst not all anticipated outcomes can be evidenced at this stage, there is sufficient information to support a Strong assessment. Assessment: Page 77 of 348
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Strong 6 Support – Includes stakeholder engagement and partnership working This section looks Including evidence community and stakeholders have been engaged Notes: The application evidences a good level of community and stakeholder support, including support from local organisations, elected representatives, care providers and community groups. The consultation undertaken by the applicant identified approximately 98% support for the proposed transfer, with no significant opposition identified. This was supported by positive testimonials from existing members together with evidence of engagement and support from organisations including North Lanarkshire Council services, VANL, Business Gateway and a range of local community organisations. Whilst this evidence does not in itself demonstrate formal delivery partnerships, it provides additional assurance that the proposal has been positively received within the community and has established a broad level of stakeholder confidence. The evidence demonstrates positive local engagement and developing partnership arrangements, consistent with a Strong assessment. Assessment: Strong: 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 panel acknowledged the effort invested in developing the financial projections and recognised evidence of successful fundraising activity to date. Across the individual assessments there was broad consensus that the organisation had demonstrated reasonable short-term operational viability through its projected income streams, fundraising activity and financial planning. However, panel members consistently identified uncertainty regarding the longer-term sustainability of ownership. In particular, recurring concerns related to: • future lifecycle maintenance costs; • long-term capital replacement requirements; • reliance upon future fundraising activity; • reliance upon continued volunteer capacity; • limited provision for future major repairs; and • absence of a comprehensive lifecycle asset management strategy. These recurring themes support the panel’s conclusion that whilst operational sustainability appears achievable in the short term, longer-term ownership sustainability has yet to be fully demonstrated. Several projected income streams remain untested, and the financial model is dependent upon future fundraising activity and external funding opportunities. Limited provision has been made for future capital replacement costs, major repairs and longer-term building maintenance liabilities. Page 78 of 348
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The projected unrestricted reserve position is considered optimistic and would benefit from further refinement. Assessment: Moderate 8 Risk/Social Impact – Includes potential impact and barriers/challenges and understanding of managing the asset. Notes: The panel recognised the significant potential social benefits associated with the proposal, particularly in relation to reducing isolation, improving wellbeing, increasing community participation and supporting vulnerable residents. Although the anticipated community benefits were viewed positively by all assessors, independent panel assessments consistently identified the principal risks as relating to long- term financial sustainability rather than community delivery. Common themes included future maintenance liabilities, dependency upon volunteer capacity, ongoing fundraising requirements and the absence of detailed lifecycle asset planning. The panel therefore concluded that the principal risks relate to stewardship of the asset rather than delivery of community outcomes. On balance, the proposal was assessed as Moderate within this category. Assessment: Moderate Page 79 of 348
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref LP/GW Date 10/08/26 Community Ownership and Management of Assets: Application from St Patricks Sports Academy for the Asset Transfer of Burnhead Park (sports Pitches) From Gillian Whitehead (Chief Officer – Housing & Communities) E-mail WhiteheadG@northlan.gov.uk PollockLe@northlan.gov.uk Executive Summary The purpose of this report is to provide the Communities Committee with the details of a Community Asset Transfer (CAT) request made by St Patricks Sports Academy to purchase the Burnhead Park Sports Pitches. And to provide information on the outcome of the assessment process together with a recommendation to approve the request Recommendations It is recommended that the Communities Committee: (1) Considers the detailed assessment of the application against approved criteria, included at Appendix 2, of this report; and (2) Approves the recommendation by the Community Assets Leadership Group to approve the Community Asset Transfer Request from St Patricks Sports Academy for the area described at Appendix 1 (3) Ensure that approval of the application reflects any requirements for further assurance prior to conclusion. For example, around funding, affordability and long-term financial delivery of the proposed redevelopment programme. The Plan for North Lanarkshire Priority Enhance participation, capacity, and empowerment across our communities Ambition statement (20) Improve the involvement of communities in the decisions, and development of services and supports, that affect them Programme of Work Resilient People Item 5 Page 81 of 348
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1. Background 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. Upon a formal application being made, the relevant authority is bound to carry out an assessment of the request, establish that the applicant is a qualifying body and assess both the sustainability and likely benefit of the asset transfer. Benefits can include social wellbeing, economic benefit and provision of services and activities that would not otherwise be provided. In general terms where a group meets qualifying and eligibility criteria, they can apply for almost any asset held by a relevant authority. The asset does not have to be surplus to the council’s operational requirements. Exclusions apply in a few circumstances including: • NLP mortgaged properties • Common Good Assets • Where the council has entered into a legal agreement for sale or demolition of an asset. If it is determined that the asset is not surplus the council needs, the council must assess the operational benefit of retaining the asset against the potential community benefits of approving the transfer. An application can be rejected on grounds including, but not exclusive to, the business model is not sustainable, the proposal is not financially viable, the group cannot evidence community support or community benefit, or the group cannot demonstrate that they have the capacity to manage the asset. 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. Building on recent learning and review work, the policy is currently being refreshed to further support the councils and will be considered by the Policy and Strategy Committee later in 2026. The aim remains to ensure that the focus is on achieving positive outcomes and using available resources and tools to over time increase the pace and volume of successful outcomes while protecting the business of the council, considering any impact on the wider community and managing risk levels. The councils Community Ownership and Management of Assets policy and approach can be accessed here, and further information and tools are available on the North Lanarkshire Council website. 2. Report St Patricks Sports Academy is a Scottish Charitable Incorporated Organisation (SCIO) (charity number, SC046568). The organisation has submitted a formal request to purchase Burnhead Park (Sports Pitches) as shown on the map at appendix 1. The Council has valued the site at £80,000 based on existing use and recognising the Green Network zone designation in the North Lanarkshire Local Plan. However, given the residential Page 82 of 348
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setting an element of hope value has been added which would bring the valuation to £472,000. The offer price therefore represents a significant discount against the estimated market value. The long-term proposal is to create a permanent ‘home’ for St Patricks Sports Academy. They aim to create a central hub for players of all ages, coaches and families. They see this as key to strengthening the role of the club as a community hub for recreational and competitive football and participation in sport. A phased approach has been proposed with a focus on developing the land to deliver multi- sports opportunities. Phases 1 and 2 are focused on pitch upgrade and pump track installation while phases 3 and 4 expand the offer to create multiuse recreation and community areas for outdoor activities. There is commitment to ensuring there is capacity for wider community use and to ongoing engagement to inform this. The plans are aimed at increasing capacity for the benefit of the current players, families and coaches and for additional targeted work for example with girls and ASN young people and creation of a walking football team. The application presents a well thought out proposal with the potential to create significant community benefit and opportunity for the footballing and wider community. However, should the application for transfer be approved, the council should seek further assurance around funding and financial projections and would require any required conditions to be reflected in the transfer agreement prior to conclusion to minimise risk to the Council 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 2. 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 In line with the Council’s Community Ownership and Management Policy and associated scoring process the findings of the Officer Assessment Panel were reported to the Community Asset Leadership Group for consideration. The Group comprises of: • Chief Officer (Strategy and Engagement); • Chief Officer (Asset and Procurement); • Chief Officer (Community Operations); • Chief Officer (Legal and Democratic); and • Chief Officer (Finance & Technology). The recommendation is that the Communities Committee approve the application based on the findings of the assessment attached at Appendix 2. Page 83 of 348
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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 3.3 Increased completions for transfer of assets to community organisations. 3.4 Number of distribution points across North Lanarkshire. 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 and supporting documents can be accessed on the Council's website here. 4.4 Appendix 1 – Map of Asset 4.5 Appendix 2 – Assessment of application. Gillian Whitehead Chief Officer (Housing and Communities) Page 84 of 348
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The recommendation involves approval for the transfer of an asset to community ownership for community use. An EQIA will consider any impact on equalities groups and will be available here. If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☒ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? As outlined in the assessment at Appendix 2. The applicant seeks transfer of ownership of the Burnhead Pitches for £20,000. An independent valuation has been carried out assessing the asset at £40,000. The council has valued the site at £80,000 based on existing use and recognising the Green Network zone designation in the North Lanarkshire Local Plan. However, given the residential setting an element of hope value has been added which would bring the valuation to £472,000. The proposed consideration therefore represents a significant discount against the estimated market value 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 85 of 348
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The Council’s approach to Community Ownership and Management of Assets reflects and supports the requirements of the Community Empowerment (Scotland) Act 2015. Representatives from Legal and Democratic Services are involved in the Corporate Community Ownership and Management of Assets Working Group and the Leadership Group 5.5 Data protection impact 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? Application scored moderate for risk reflecting the ambitious scale of the project and some uncertainty around funding to realise the project. The main risk with this proposal is financial as it is dependent on securing multiple highly competitive external funding awards. Other key risks such as planning and community perception have been acknowledged, and an understanding of long-term asset management Page 86 of 348
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has been demonstrated. Further consideration to traffic issues and impact on residents may be beneficial. 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 87 of 348
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Appendix 1 Map of Asset Page 88 of 348
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Appendix 2 Assessment framework used to inform the recommendation on a Community Asset Transfer Request Name of Organisation/Applicant St Patrick’s Sports Academy Details of the Asset Burnhead Park (sport pitches) Community Area/Ward Bellshill (Ward 14 – Thorniewood) Date submitted 13 May 2026 Validation – 29 June 2026 Date of Scoring Panel 27 July 2026 Recommendation Approve/Reject/ Defer (delete as appropriate) St Patricks sports Academy has submitted a well-developed proposal outlining their plans for the Burnhead Park Sports Pitches through a phased approach reflecting immediate and future development plans. Supporting documentation and information is provided evidencing the case for the transfer of the asset and anticipated community benefit. The proposal is dependent on significant resources being secured through grants and fundraising and the resource plans for the scale of the project are ambitious. The proposal is to create a permanent ‘home’ for St Patricks Sports Academy. They aim to create a central hub for players of all ages, coaches and families. They see this as key to strengthening the role of the club as a community hub for recreational and competitive football and participation in sport. The applicant seeks transfer of ownership of the Burnhead Pitches for £20,000. An independent valuation has been carried out assessing the asset at £40,000. The council has valued the site at £80,000 based on existing use and recognising the Green Network zone designation in the North Lanarkshire Local Plan. However, given the residential setting an element of hope value has been added which would bring the valuation to £472,000. The proposed consideration therefore represents a significant discount against the estimated market value A phased approach has been proposed, with the intended use remaining compatible with the site's existing function and presents opportunities to increase participation and capacity through pitch development and creation of additional targeted work with girls and ASN young people and creation of a walking football team. The panel was satisfied that the organisation has appropriate governance in place and is supported by an experienced committee. The application shows the organisations experience and track record of delivery in community football and their ambition to broaden their reach and capacity as an organisation for the benefit of the community. However, the proposal submitted presents an ambitious project reliant on the ability to attract significant resource and at a scale beyond what the organisation has delivered previously therefor presenting risk to the long-term viability of the projects longer term ambitions. The application shows commitment to engagement particularly with the football community and is accompanied by letters of support and commitment of ‘in kind resource’ from local businesses and stakeholders. Page 89 of 348
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Where scores were lower, this related to some of the concerns about the ambition and feasibility of the financial projections presented regarding long-term delivery, financial sustainability and project risk management. In addition, some concerns were identified via community engagement about impact on the wider community and while these have been acknowledged the proposed mitigating actions or solutions have not been clearly defined. The panel have considered all information submitted and concluded that the proposal is well thought out with the potential to create community benefit and improved outcomes. However, should the application for transfer be approved, the council should seek further assurance around funding and financial projections and would require reflecting any required conditions in the transfer agreement to minimise risk to the council 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 has been clearly identified, its condition is described, and the submitted proposal outlines a phased approach to development. The proposal outlines use that is compatible with current recreational use and aims to increase community use with pitch development and the addition of a MUGA to increase capacity to extend the offer through additional pitches and improved facilities. The proposal shows a good understanding of the asset and development needs, but the financial projections associated with development are ambitious and dependant on securing funding. It should be noted that the organisation is requesting to purchase 9.4 acres of land when their initial project phases appear to require around 3.88 acres with further development and therefore full utilisation of the requested site heavily dependent on currently unsecured funding. Any agreement to transfer the requested amount of land should reflect protections for the council to mitigate associated risk Assessment: Strong: 2 Organisational Information – Includes governance and capacity to deliver Page 90 of 348
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Notes: The organisation has in place an appropriate governance structure with an experienced and skilled range of trustees. The application shows experience of delivery in a community setting with clear aspirations around expansion, development and management of the asset and service offering. This remains aspirational without funding being secured for capital investment The organisation is well-established with a track record of community delivery supported by volunteer capacity. They have provided clear information regarding legal status as a Scottish Charitable Incorporated Organisation (SCIO) and of the organisation’s structure, governance and information on the skills and experience of its trustees. The organisations track record in delivery of community football programmes and supporting activities such as fundraising, partnership working and supporting volunteers is evident through case studies, stakeholder engagement and relationships with local stakeholders. Assessment: Strong 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: St Patricks Sports Academy has offered a purchase price of £20,000 for the requested area of land. An independent valuation has been carried out assessing the asset at £40,000. The council has valued the site at £80,000 based on existing use and recognising the Green Network zone designation in the North Lanarkshire Local Plan. However, given the residential setting an element of hope value has been added which would bring the valuation to £472,000. The proposed consideration therefore represents a significant discount against the estimated market value The application clearly outlines the request for ownership of the asset and a phased approach to its development. The rationale for community ownership is clearly outlined and is to enable the long-term security the club seeks in support of their ambitions to expand and improve their delivery. The vision is clearly articulated and in line with the aims of the council’s approach to Community Asset Transfer. However, any transfer agreement should reflect the need for further assurance and clarity around funding for the project to achieve its potential as assessment highlighted that financial projections and plans appear ambitious. It should be noted that the request to purchase is for 9.4 acres of land when initially only 3.88 acres would be utilised with further development heavily dependent on currently unsecured funding. Any agreement to transfers the requested amount of land should reflect protections for the council to mitigate associated risk. From community engagement there was some concern about the level of greenspace being removed from community use. The site does appear to be underused and currently generates no significant income for the Council and whilst transfers may remove some on- Page 91 of 348
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going grounds maintenance obligations, the transfer is unlikely to result in any significant revenue saving or financial pressure to the Council. The asset is currently not achieving income for the council and accruing basic maintenance costs, and the proposal offers an attractive alternative community-based use Overall, the panel felt that the long-term ambitions and potential community benefit of the proposal for a currently underused asset outweigh the significant discount requested. The panel concluded that taking all the factors into consideration that that the request is reasonable and supported by community stakeholders but some of the remaining risk regarding financial plans and projections and identified community concern are reflected in the moderate score Assessment: Moderate: 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 demonstrates a good understanding of local and national strategic and policy priorities. A good attempt has been made at illustrating how the proposal and key elements of the organisation’s delivery support the ambitions of the Plan for North Lanarkshire, the Local Outcome Improvement Plans and contributes to the local economy and supports environmentally sustainable approaches. The organisation has outlined how they calculate their social return on investment for community benefit and how they propose to enhance and increase this. Assessment: Strong 5 Community Proposal – Includes project aims, community engagement and community benefit/need Notes: The application presents a strong community-based proposal accompanied by clear evidence of need and the benefits of the project over the stages of its development. The organisation shows a good understanding of the needs of its current service users and gaps that they intend to target as the project expands (for example relating to girls and ASN football) and has shown how pitch improvement and capital development work will increase their capacity and reach. There is an acknowledged and inherent risk in the transfer of an asset for a community proposal that is dependent on external factors not least securing resource. The organisation has provided assurance that they have taken into consideration the needs of the community and have identified how community benefit can be demonstrated. They are clear in their aims and have shown a commitment to achieving this with their current community and for the benefit of the wider community as an aspiration. The inclusion of case studies was useful in showing a range of scenarios where they have proactively responded to identified need. Page 92 of 348
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Assessment: Strong: 6 Support – Includes stakeholder engagement and partnership working This section looks Including evidence community and stakeholders have been engaged Notes: The application shows that a range of methods have been undertaken to engage with the community with the majority of feedback showing support for the project and transfer of the asset. The organisation has built local relationships with and engaged a range of stakeholders. This is evidenced by letters of support and case studies showing examples of working with others and identifying solutions aimed at supporting community need. There is a commitment to ensuring ongoing engagement with stakeholders, partners and the wider community to inform the ongoing development of the proposal and And working with statutory services to identify known local need and strategic priorities for the area. While the organisation has acknowledged some of the potential ‘negative’ consequences of the proposal highlighted through engagement and local knowledge, the panel was not entirely assured that they had fully considered or proposed clear mitigating actions in response to the impact of some of the identified concerns. This is particularly the case with the potential for increased footfall and associated concerns relating to traffic, parking, noise, the potential impact on neighbouring residential properties and the possible impact on availability of the greenspace for informal community use for example for local dog walkers. These factors are reflected in the moderate score Assessment: Moderate: 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 seeks transfer of ownership of the Burnhead pitches for a proposed consideration of £20,000. An independent valuation has been carried out assessing the asset at £40,000 and the councils has valued the site at £80,000 based on existing use and recognising the Green Network zone designation in the North Lanarkshire Local Plan. However, given the residential setting an element of hope value Page 93 of 348
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has been added which would bring the valuation to £472,000. The proposed consideration therefore represents a significant discount against the estimated market value The applicant has provided a detailed financial plan including capital cost estimates and operational forecasts. The proposed development is intended to be delivered in phases, with phase 1 focussed on the construction of two all-weather pitches and later phases incorporating wider community and recreational facilities. The phased approach is intended to provide some mitigation to financial and delivery risk. The estimated capital requirement for the project is approx. £3.265m, including £1.842m for the first phase. Whilst the business plan identifies a range of potential funding sources, the majority of these remain unsecured and would be dependent on successful applications to highly competitive external funding programmes. Some funding streams identified within the application are subject to match-funding and contractual delivery timescales which may present additional delivery risk. The funding strategy also identifies over £0.700m to be raised through private investment and sponsorship income however limited evidence has been provided demonstrating how this level of funding will be secured. The 3-year financial forecast anticipates recurring operating surpluses and demonstrates awareness of future maintenance responsibilities, however there is limited evidence within the historical financial performance to support its ability to secure and sustain significant levels of sponsorship, donations and external investment assumed within the proposal. Assessment Moderate: . 8 Risk/Social Impact – Includes potential impact and barriers/challenges and understanding of managing the asset. Notes: The proposed redevelopment of the pitches and the plans for expansion of the St Patricks Sports Academy offering has the potential to contribute to improved community outcomes for an area which is recognised as having experienced significant socio-economic deprivation. The project has the potential to increase participation in sport beyond those currently involved with the team. However, the ambitious scale of the project presents risk particularly related to securing the level of funding required to realise the project and the projected costs associated with this. The size of the space requested is larger than required for phase 1 of the project and further development is very much dependant on resources being secured. This introduces some risk to the council should the organisation fail to secure the required resources to proceed to later developmental stages of the project. The main risk with this proposal is financial as it is dependent on securing multiple highly competitive external funding awards. Other key risks such as planning and community perception have been acknowledged, and an understanding of long-term asset management has been demonstrated. Further consideration to traffic issues and impact on residents may be beneficial. The moderate assessment is linked to the current stage of the project and the aspirational nature of the later phases. The panel satisfied that with further engagement and Page 94 of 348
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consideration that many of the identified risks could be mitigated but would be looking for this to be addressed through proportionate conditions within the transfer arrangements. Assessment: Moderate: Page 95 of 348
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref LP/GW Date 10/08/26 Member Officer Working Group on the Community and Voluntary Sector: Update on Progress with Recommendations From Gillian Whitehead, Chief Officer (Housing and Communities) E-mail whiteheadg@northlan.gov.uk 1. Background 1.1 As part of the review of the Grant Awards Programme approved by Council in February 2024, a short-life Member Officer Working Group (MOWG) on the Third Sector was established to examine the relationship and dependencies between the council, the third sector and communities and to consider how the longer-term sustainability of the third sector could be supported. The Member Officer Working Group met throughout 2024 and presented a set of recommendations to the Policy and Strategy Committee for approval in December 2024. 1.2 Stakeholder representatives provided presentations and evidence to the MOWG including Executive Summary This report provides committee with an update on progress with the recommendations of the Member Officer Working Group (MOWG) approved by the Policy and Strategy Committee in December 2024. Report available here Recommendations It is recommended that the Communities Committee: (1) Acknowledges the progress with the implementation of the recommendations (2) Approves the next steps and approaches outlined to take implementation of the original recommendations to the next stage The Plan for North Lanarkshire Priority All priorities Ambition statement (24) Review and design services around people, communities, and shared resources Programme of Work Resilient People Item 6 Page 97 of 348
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• NLC and Health and Social Care Partnership officers • External experts • Community and Voluntary Sector (CVS) groups (individually and collectively) • Voluntary Action North Lanarkshire (VANL), the Third Sector Interface (TSI) • Examples of good practice from other local authority areas The MOWG identified 5 recommendations which were approved by Policy and Strategy Committee in December 2024. Since then, officers have been working with colleagues from Voluntary Action North Lanarkshire and across council services to take forward actions in support of the recommendations and to identify opportunities to link with other key areas of work 2. Report 2.1 MOWG Recommendation’s An overview of the approved recommendations and update on progress and emerging actions is included at appendix 1. The recommendations are Recommendation 1: council and partnership officers to work together to identify ways in which funding opportunities, including external funding beyond that available from the partner agencies, can be communicated to third sector groups earlier, and provide updated advice on securing additional and future funding. In line with commitment made through the review of the Grant Awards Programme, the council and partners should work to develop a ‘tell us once’ blueprint approach, capturing the default details of applicants with a view to reducing the complexity and burden of repeatedly providing this information. Public sector partners should also examine the potential to develop a consortium approach to assist third sector groups, or combinations of them, in procuring expertise for specific programmes. The council will work with VANL to create a bank of information, resources and seminars aimed at assisting third sector groups in bidding for contracts with the public sector, aligned with the principles of Buy Social Scotland. Recommendation 2: that the council and VANL lead a time-limited mapping exercise across the community planning partnership to capture the ways in which third sector services interface with statutory services and the council’s Programme of Work so that duplication can be identified and opportunities to facilitate the growth and sustainability of the sector can be exploited. Recommendation 3: that the Community Partnership Team lead a review of council policies with a view to identifying further opportunities for participatory funding of the third sector. As part of a refreshed Framework for Working With Communities, the Community Partnership Team should also work with the sector on the creation of a Community Empowerment Toolkit for use across the council aimed at identifying opportunities for third sector groups to be involved in the development of policy and strategy aligned to The Plan for North Lanarkshire. The toolkit and the mapping outcomes from recommendation 2 should be launched at a Third Sector Conference organised by the council but with input from the sector. Recommendation 4: Strategic Communication and Engagement should work across the service (Corporate Communications, Community Partnership and Leadership and Page 98 of 348
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Operating Model, which has responsibility for the council’s development of community and town hubs) to update the Framework for Working with Communities. This update should include a branded, major ongoing campaign to work with third sector organisations to highlight their services and initiatives and celebrate their successes and should contribute to growing the sector. The branding assets should be subject to testing with focus groups made up of sector representatives. This campaign, which will be jargon free and focused on tangible outcomes, will be continuous and will utilise the results from the mapping exercise described above, as well as existing work with the third sector. It will necessarily involve input from third sector organisations themselves as well as community planning partners. Recommendation 5: that the council ensures that actions arising from the Community Boards’ self-assessment work is embedded in the other recommendations outlined above. 2.2 Wider approaches to support and strengthen progress with the recommendations A detailed update on progress with actions specific to the MOWG recommendations is attached at appendix 1. In a broader sense, work is progressing across key workstreams to implement actions to strengthen the role and relationships between the Council, Community Planning partners and the CVS. This work is underpinned by the Resilient People Programme of Work and the recommendations of the Member Officer Working Group across the following workstreams • Implementation of actions associated with the modernisation of the Councils Grants programmes • Review of LOIP’s and associated engagement • Work to improve and refine approaches to Community Asset Transfer • Engagement with the CVS to understand the operating landscape and support needs • Capacity Building support to continue to build on and embed the role of the CVS in the delivery of local and strategic action associated with TPFNL and the LOIP’s • Community Safety and Community Resilience work with local communities and the CVS • Preparation for implementation of the guidance from the Community Wealth Building legislation 2.3 Common themes and emerging approaches A set of common themes and underpinning approaches are highlighted from all the areas outlined in this report • Responsive and relationship-based support: a shift from what may be viewed as ‘transactional engagement’ towards a more relationship-based approach with community and voluntary organisations. In some cases, there was a historical focus on engagement between the sector and the council focused on things like funding advice and support with funding applications, Community Asset Transfer (CAT) requests, Participation Requests and consultation activity. While these activities remain important, experience has shown that stronger outcomes are achieved when engagement begins earlier Page 99 of 348
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and continues throughout project development rather than only when formal applications are submitted and where the focus is on the needs, aspirations and ambitions of the organisation and its intended outcomes rather than an ‘application’ or an isolated or specific request for help • Strengthening the offer of support around building on the Capacity of the Community and Voluntary Sector; Sustainable partnership with the CVS depends on organisations having the capacity, resilience and capability to play an active role in community development and more broadly the ambitions set out in the Plan for North Lanarkshire. While areas of work like grant funding and Community Asset Transfer remain important delivery mechanisms, greater emphasis is now placed on supporting organisations to strengthen governance, leadership, financial planning and long-term sustainability. The aim is to help organisations become more resilient and sustainable longer term. • Promoting Innovation, Continuous Improvement and Future Development: Available funding such as UKSPF Community Empowerment Fund has been used to test and evaluate a range of community capacity- building initiatives, including micro-grants, organisational development support, Community Asset Transfer assistance, innovation funding through Test of Change projects and collaborative projects delivered with Health and Social Care Partnership colleagues. Learning has informed wider improvements across Community Grants, Community Asset Transfer and community engagement activity. This has enabled new approaches to be tested, evaluated and refined before being implemented more widely across the service, including participatory approaches with grant decision making. • Improving Transparency, Consistency and Confidence: to strengthen confidence in the way the Council works with the Community and Voluntary Sector. This includes ensuring that decision-making processes are transparent, proportionate, evidence-based and consistently applied. The progress achieved to date provides a strong foundation for future service development and demonstrates a clear commitment to transparency, consistency, organisational learning and stronger relationships with the Community and Voluntary Sector. • Strengthening Partnership Working and Collaborative Delivery: the importance of strengthening relationships not only between the Council and individual organisations, but across the wider partnership landscape. Significant progress has been made in developing a more collaborative approach to programme design, funding delivery and community engagement in many areas but notably through collaborative Grants process improvements, and the current review of LOIP; s. Collaborative working has also continued to strengthen across Council services, supporting joint programme design, shared learning and more coordinated delivery. • Consistent and connected framework, pathway and tools: The development of conditions for a stronger culture of innovation, organisational learning and continuous improvement. The learning from recent review, development, sector engagement and opportunities to test new ideas has generated valuable learning, strengthened relationships and provided practical evidence to inform future service development. The cumulative learning from these initiatives presents an opportunity to move beyond a series of individual improvements towards a more coordinated approach to community empowerment and an approach underpinned by Community Empowerment Framework, associated support, pathways and tools. Page 100 of 348
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2.4 Progress and Next Steps A detailed overview of progress is at appendix 1. Key highlights include • Implementation of the findings of review work around Grant Award Programme including digitisation, ‘tell us once’ registration system, enhanced preapplication support, simplified and clearer guidance and online information • Approval for a further programme of improvements aimed at modernising the process for Grant making across all council Grants • Completion of initial mapping survey across council services to better understand relationships, resources and tools for supporting the role of the CVS. Appendix 2. • CVS engagement and research led by VANL to better understand the needs and role of the sector. • Funders Forum and Bulletin in place, led by VANL but planned and delivered collaboratively • CVS Chief Officers Network now being supported by VANL to allow for networking, peer support and sharing of resource and opportunities across the CVS • Delivery of key actions associated with the Community Board Self- Assessment Exercise including delivery of an initial Community Board conference, creation of a Community Board Induction and local actions adopted by individual Community Boards • Proactive communication plan in place to share opportunities for engagement and highlight community led projects and initiative through social media and online. For example local pages created on council website with links to highlights reels, examples of projects, resources and tools, better use of social media to highlight local projects and activities. Use of different methods aimed at different audiences, ie Tik Tok videos, Highlight reels and Vox Pops • LOIP Review now well underway with a range of partnership activities, resources and tools available to support engagement across communities with the CVS as a key delivery partner and stakeholder. Centred around a set of targeted surveys for wider community, young people and local businesses but with engagement approaches tailored to need. Moving forward the focus will be on: • Widening the mapping and engagement activity around the role and relationships with CVS across the public sector. The survey will now be shared across Community Planning Partners for feedback. • Development of proposals for a Community Empowerment Programme and associated support pathway and manual as one clear, consistent and sustainable mechanism • Schedule CVS Conference and review of current Framework for Working with Communities linked to and integrated into previous action • Implement the ‘Modernising Community Grants’ actions approved at Communities Committee in April 2026 • Prioritise the development of clear action to better support and equip the CVS around procurement and commissioning approaches • Further explore opportunities around communications, branding and awareness raising for the role of the CVS and the work of the council to support and develop the role as a key delivery partner for The Plan for North Lanarkshire Page 101 of 348
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• Further build on the work to date around equalities to ensure targeted and tailored support for organisations led by or providing services and support for equalities groups. 3. Measures of success 3.1 Implementation of actions identified from Member Officer Working Group (MOWG) Recommendations 4. Supporting documentation 4.1 Appendix 1 Update on progress with MOWG recommendations and next steps 4.2 Appendix 2 Feedback from engagement with council services on relationships with CVS Gillian Whitehead Chief Officer (Housing and Communities) Page 102 of 348
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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? Individual actions and areas of work will be subject to PSED and FSD as they progress and develop 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? 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 103 of 348
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Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Communications plan is referenced throughout the report and is a key element of the approach to strengthening the relationship between the council and the CVS 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 104 of 348
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Appendix 1 MOWG recommendations and progress updates Recommendation 1: council and partnership officers to work together to identify ways in which funding opportunities, including external funding beyond that available from the partner agencies, can be communicated to third sector groups earlier, and provide updated advice on securing additional and future funding. In line with commitment made through the review of the Grant Awards Programme, the council and partners should work to develop a ‘tell us once’ blueprint approach, capturing the default details of applicants with a view to reducing the complexity and burden of repeatedly providing this information. Public sector partners should also examine the potential to develop a consortium approach to assist third sector groups, or combinations of them, in procuring expertise for specific programmes. The council will work with VANL to create a bank of information, resources and seminars aimed at assisting third sector groups in bidding for contracts with the public sector, aligned with the principles of Buy Social Scotland. Actions Update at July 2026 Next steps Lead Timescales Review the approach and membership of the CVSPG funding and resource subgroup to support a coordinated approach and sharing of funding information and support and funding related events and activities VANL now has a Funders Forum and Income Generation Forum in place and operating well. See below update VANL distributes a monthly Funding Bulletin to local Third Sector organisations and works in collaboration with NLC and NHS Lanarkshire to create the publication. Ensure ongoing programme of networking and forum opportunities VANL Annual programme Undertake initial and then ongoing joint NL funding sessions to provide information, advice and guidance to CVS orgs re funding opportunities and to GAP and Community Empowerment NL sessions have already taken place and will continue linked to the Grants improvement report due at April Communities Committee. NL Grants Team liaising directly with The Funders Forum will continue to meet where national and local funders come together to discuss and present on their work and to hear from the local sector and VANL about local trends, gaps and priorities. VANL/NLC Grants Team /NL HSC Annual programme Page 105 of 348
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initiate capacity building support and redirection as required – involving internal and external funding opportunities Community solutions team to ensure alignment VANL hosted an initial Celebrating Community Solutions Event followed by a Funders Forum in Sept 2025 where funded projects could connect with other funders (national and local) to help with their sustainability plans and to share feedback about where they think funding should be directed. Agree approach to supporting a programme of joint resources and tools around procurement to provide information, advice and guidance to CVS orgs re procurement and to initiate support as required. Initial discussions have taken place with NLC procurement, Enterprise Team and VANL to explore actions to improve support to CVS organisations around procurement and bidding for contracts with opportunities identified around ‘Buy Social Scotland’, Expert Help and considering need for targeted tools and training. VANL has and continues to deliver CVS sessions on diversifying funding strategies for example crowd funding, social enterprise and fundraising Agree a programme of activities and resources to support and equip the sector to engage fairly in procurement activity NLC enterprise Team / VANL Plans to be in place to progress from Autum 2026 Page 106 of 348
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Implement key findings from the initial Grants review and further modernisation actions approved at Communities Committee in April 2026 Modernising Community Grants’ actions Online application platform is now live for GAP and can be rolled out for use across other programmes ‘Tell us once’ registration system is now established Greater emphasis on pre-application support Grant applications including workshops, training, briefing sessions and tailored 1-1 support. Community Grants application guidance has been simplified Grant Award Programme- suite of supplementary additional guides are available for use as required and based on need. Guides can be accessed here Comprehensive funding page has now been created on the councils website bringing together information on all council grants, simplified guidance and resources and can be accessed here Community grant information and deadlines is now shared across the councils social media frequently asked questions have been developed and assessment guidance strengthened for Grants Continue to deliver pre application support, training and awareness raising around funding opportunities Remaining actions agreed at committee to be implemented Full details can be accessed here Modernising Community Grants’ actions – examples include • Engagement with Elected Members around modernisation of Community grants • Operational improvements to streamline the internal administration of the grants process to make best use of staff time and resource • Involvement of Elected Members and Community representatives in elements of the GAP process pre commitment recommendations • More targeted work around equalities groups for example introducing an inclusion premium and tailored support for equalities groups NLC Grants Team Phased action timescales for implementation throughout remainder of 2026/27 Page 107 of 348
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Guidance published related to use of AI and health and wellbeing activities Explore ways to create funding and procurement ‘toolkits’ that can be accessed from all partner websites and used to guide capacity building support. Initially a desktop review is underway led by the CPT linked to the sector surveys to identify currently available materials and toolkits to clarify what toolkits are most relevant and how/where these are hosted, shared, gaps to develop, etc General shift away from a ‘transactional’ approach that sees things like funding, community ownership and procurement as separate and focuses on the overall aspirations of the organisations with an offer of tools and resources in support of this. This approach should be built upon with a focus on relationships and organisational development Work with Black, Asian and Minority Ethnic (BAME) CVS groups or advocacy organisations using a trust- based engagement model, to develop a better understanding of the experiences, priorities and barriers affecting minority ethnic organisations across North Lanarkshire while Use analysis from VANL sector feedback and NLC service feedback re resources and needs to identify areas of focus Undertake further work around the development of a North Lanarkshire Community Empowerment Framework as a next step to reviewing the current Framework for Working with Communities bringing together current activity within a single, coherent approach to community empowerment, organisational development, community leadership and partnership working. progress the development of a North Lanarkshire Community Empowerment Manual and supporting toolkits to provide practical guidance and build organisational capacity across the sector. VANL /CPT April 2027 Page 108 of 348
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establishing stronger long-term relationships. Recent collaboration across services, partners and CVS organisations and review work has supported more of culture of learning and continuous improvement around community empowerment Build on recent targeted engagement work with Black, Asian and Minority Ethnic (BAME) CVS groups or advocacy organisations to create a programme of support. Recommendation 2: that the council and VANL lead a time-limited mapping exercise across the community planning partnership to capture the ways in which third sector services interface with statutory services and the council’s Programme of Work so that duplication can be identified and opportunities to facilitate the growth and sustainability of the sector can be exploited. Actions Update at July 2026 Next steps Lead Timescales Initial discussion and mapping through VANL locality network events to agree the best approach to wider CVS engagement VANL undertook initial engagement through March/April Locality Network events and feedback to be shared to identify next steps VANL conducting detailed research of the CVS in early 2026 to enhance understanding of strength of CVS Findings to be shared and improvement actions agreed VANL Autumn 2026 Page 109 of 348
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CPT through the Resilient People PoW to undertake an internal mapping exercise to scope out relationships and interface with the CVS across council services Mapping from CWB stakeholder engagement used to create baseline information Survey undertaken with council services up to June 2026. Findings attached at appendix 2 Ensure emerging CWB approach reflects the key actions linked to the MOWG recommendations Extend survey to Community Planning Partners Identify improvement actions and internal discussions with council services to agree improvement actions NLC CPT Dec 2026 August 2026-Sept 2026 Oct/Nov 2026 Through ‘buy in’ from NLP SLB deliver partnership focus sessions to inform mapping from a partnership perspective Partnership mapping for CWB provides a good baseline for this as does the LOIP review stakeholder engagement Council survey can be extended to Community Planning Partners from summer 2026 Further discussion/buy in required through NLP Reporting Officers Group Initial NLP discussion April 2026 July/August 2026 for initial survey Collation and analysis of information and by Sept/Oct2026 Recommendation 3: that the Community Partnership Team lead a review of council policies with a view to identifying further opportunities for participatory funding of the third sector. As part of a refreshed Framework for Working With Communities, the Community Partnership Team should also work with the sector on the creation of a Community Empowerment Toolkit for use across the council aimed at identifying opportunities for third sector groups to be involved in the development of policy and strategy aligned to The Plan for North Lanarkshire. The toolkit and the mapping outcomes from recommendation 2 should be launched at a Third Sector Conference organised by the council but with input from the sector. Page 110 of 348
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Action Update at July 2026 Next steps Lead Timescale Undertake a desktop review of 1. relevant council policies and identify key resources and opportunities to further create participatory approaches to resourcing the CVS 2. The Framework for Working with Communities and update to reflect current priorities and approaches – Initial mapping complete and further information has been collated and is being analysed from internal survey with council services Desktop review complete, however, this overlaps with many of the actions associated with the full LOIP review and its outcome. The LOIP review will not only review the priorities but the associated delivery mechanisms, required strategies and tools to support delivery of actions across the partnership and with the CVS. Plans to broaden the framework aligned to the LOIP review and learning from wider work with partners, CVS and review of key processes such as grants to create a more comprehensive package of resource, support and partnership approach • Policies and resources, Relationship between council services and CVS • the current Framework for Working with communities • Available toolkits and resources used to support the role and relationship with the CVS and identify any gaps and need around resources and toolkits • VANL are leading a refresh/relaunch of the current Community Agreement and reviewing monitoring, measurement and reporting • When desktop work is complete a session will be planned with Elected Members and Com Boards Commence work to create • Community Empowerment Framework as a single, coherent approach to community empowerment, organisational development, CPT Initial desktop work – May 2026 Key actions aligned to LOIP review due for completion 2027 Page 111 of 348
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• Community Empowerment Framework as a single, coherent approach to community empowerment, organisational development, community leadership and partnership working. • Community Empowerment Manual and supporting toolkits to provide practical guidance and build organisational capacity across the sector. • Complementary and tailored support pathways community leadership and partnership working. • Community Empowerment Manual and supporting toolkits to provide practical guidance and build organisational capacity across the sector. • Complementary and tailored support pathways Undertake engagement with Community Boards, Elected Members and CVSPG to feed into the development of the reviewed Framework for Working with Communities see above work has started to scope out and review the sections of the current framework. Next step is to undertake Elected Members and Com Boards sessions and thereafter update and share more widely aligned with the outcome of the LOIP review CPT See above Organise a Third Sector Conference to engage the sector, present information from above activities and launch new tools An initial conference will be scheduled for early 2027 as the focal point of engaging on and launching the community empowerment programme outlined throughout this report. It will bring together community organisations, Community Planning Partners, Finalise proposal, timeline and plans for approach outlined CPT/VANL April 2027 Page 112 of 348
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public services, funders and other stakeholders to showcase community-led achievements, share learning, promote innovation and strengthen partnership working. Rather than focusing solely on an annual conference, the proposed model thereafter would establish a year-round partnership programme of locality conversations, organisational development support, practical guidance, resources and networking opportunities, culminating in an initial Community Empowerment in Action Conference. Recommendation 4: Strategic Communication and Engagement should work across the service (Corporate Communications, Community Partnership and Leadership and Operating Model, which has responsibility for the council’s development of community and town hubs) to update the Framework for Working with Communities. This update should include a branded, major ongoing campaign to work with third sector organisations to highlight their services and initiatives and celebrate their successes and should contribute to growing the sector. The branding assets should be subject to testing with focus groups made up of sector representatives. This campaign, which will be jargon free and focused on tangible outcomes, will be continuous and will utilise the results from the mapping exercise described above, as well as existing work with the third sector. It will necessarily involve input from third sector organisations themselves as well as community planning partners. Page 113 of 348
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Action Update at July 2026 Next steps Lead Timescales Continue work to create highlight reels for LOIP priorities and good practice in working with local CVS organisations and plan engagement and targeted area/themed campaigns on social media Continue to develop the councils website to create dynamic area pages sharing information on local projects, useful advice and assistance for CVS orgs, funding opportunities and how to access capacity building and developmental support as well as how to get involved in your local community This work is evolving through regular liaison between CPT and Communications Team The CPT now regularly collates case studies across the council and partnership associated with the LOIP’s and a bank of information has been created to assist with reporting and promoting local approaches and highlighting the role of the CVS Updated, more comprehensive and accessible information available on the councils website for • Funding • Free Period Products • Local info on community boards, you areas • LOIP’s and local activity and action Highlight pages are now live on the councils website for each of the 9 board areas, with current and past examples of LOIP activity available publicly. This is complemented by links to support and resources as Work continues with the Comms team to make best use of social media to raise awareness of local activity and opportunities to get involved and/or access support/progress projects etc LOIP Review Comms campaign is assisting to develop this work further Identify further opportunities to showcase the role and contributions of the CVS Comms/CPT Ongoing Ongoing/ LOIP review for completion by April 2027 Ongoing Page 114 of 348
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well as information on how people can get involved locally. Highlight reel videos have been created and used for events and Community Board conference Work with young people to create campaigns, Tik Toks and pathways for youth involvement in for example • LDP projects • Community Boards • LOIP Review • Free Period Products Through engagement with the CVS to develop a brand for activity that supports community empowerment Initial discussions with the Councils Communications Team to consider branding around work with Communities and Community Empowerment Further consideration required aligned to the councils wider identity and campaigns around TPFNL TBC TBC Recommendation 5: that the council ensures that actions arising from the Community Boards’ self-assessment work is embedded in the other recommendations outlined above. Action Update at June 2026 Next steps Lead Timescales Implement improvement actions agreed by boards for all areas and continue to work with chairs to ensure oversight Some key actions across all boards were agreed and are being progressed with CPT and Community Board chars (outlined in actions below) As part of review of LOIPs and delivery mechanisms consider how progress and accountability for key actions within community boards is implemented and supported CPT Linked to LOIP review work around delivery mechanisms Page 115 of 348
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All Community Boards have a copy of key action areas for their board and are responsible for agreeing individually how they will prioritise and progress actions as required and partnership accountability Delivery of regular Community Board conference Initial conference delivered May 2025. Report circulated to Community Boards and partners. Future conference being considered potentially every few years Start to consider need and focus for a Community Board conference 2027/28 ensuring alignment and scheduling across other key areas of work outlined CPT Initial conference complete Consideration required regarding timescale for future conferences Develop Com Board induction process Nearing completion and due for launch early in the new year Ensure ongoing rollout CPT Complete Implement equalities actions linked to Equality outcome 7 Actions agreed with Equalities Board and CPT officer assigned as lead for collating information, improvement process and reporting Some targeted work started and will continue to take place with equalities groups to identify any gaps/needs in providing organisational and developmental support Ensure ongoing rollout Consider development needs for community boards around equalities matters CPT Complete Aligned to LOIP review 2026/27 Page 116 of 348
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key equalities questions agreed to be included in all engagement processes, funding , CAT processes etc to ensure that we understand gaps and can address and target approaches Undertake review of LOIPs Review and engagement process well underway including • Stakeholder engagement complete • Partnership working group in place • Programme of engagement live until Oct 2026 • Trauma informed guide developed • Surveys live until Oct 2026 (youth survey, business survey and wider community survey) • Data profiles now published • Engagement toolkit and partner resources available to assist with engagement • Immersive tool created with libraries • Shared partnership planning resources now in place Continue with diverse programme of engagement Analyse engagement and survey findings Stakeholder engagement ro present findings and refine priorities Wider engagement to check local priorities Partnership engagement to develop partnership delivery and progress reporting and monitoring arrangements Launch from April 2027 Programme of engagement from individual areas and priorities to refine, progress, check and develop actions CPT /CPP Oct 2026 Oct 2026 – April 2027 April 2027 From April 2027 Page 117 of 348
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• Targeted comms plan in place Page 118 of 348
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Appendix 2 North Lanarkshire Council Services Engagement with Community and Voluntary Sector Survey and mapping Report Page 119 of 348
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Table of Contents 1. Background ........................................................................................................................ 25 2. Executive Summary ........................................................................................................... 26 3. General Insights and Findings ............................................................................................ 27 3.1. Overview and Survey Reach .......................................................................................... 27 3.2. Scale and Nature of CVS Engagement ........................................................................... 27 3.3. Nature of Relationships ................................................................................................. 28 Figure 1. Nature of Council Services Relationships with CVS organisations......................... 28 3.4. Funding .......................................................................................................................... 28 3.5. Policy Awareness: The CommUnity Agreement ............................................................ 29 3.6. How Services Support CVS Organisations ..................................................................... 29 3.7. Effectiveness of Current Engagement ........................................................................... 30 3.8. Value of CVS Partnership ............................................................................................... 31 Figure 2. Value of CVS Partnership to Council Service Delivery ........................................... 31 3.9. Challenges and Barriers ................................................................................................. 32 3.10. Outcomes and Data Collection ..................................................................................... 33 3.11 Strengthening Engagement and Improvement of Collaboration Opportunities ........... 33 Figure 3. Best ways to strengthen council services engagement with CVS ......................... 34 4. Recommendations and Conclusion ................................................................................... 35 5. Appendices ........................................................................... Error! Bookmark not defined. Page 120 of 348
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1. Background This report provides an overview of findings and recommendations from a quantitative online survey held between May and June 2026 to understand the relationship between North Lanarkshire Council (NLC) services and departments and the different Community and Voluntary Sector (CVS) organisations and groups they work or engage with. The survey was created to obtain current data on how much awareness Council services and departments had of the existing resources for engagement with CVS organisations, type of relationships and the challenges/barriers they face in these interactions. The CVS sometimes known as the “third sector” is an essential part of our communities. In North Lanarkshire, there are over 1,000 charities, social enterprises and community organisations varying in size, model and focus while existing alongside the public and private sector. They contribute to residents’ wellbeing across North Lanarkshire and can include for example grassroots community groups, arts and cultural organisations, sports clubs, environmental groups, housing, and social care providers. CVS organisations share some key characteristics broadly including existence for social, environmental, or public benefit, often self-governing, non-statutory, not for profit and volunteer led. They are important in enhancing the delivery of Council services including: • Support and capacity-building: they strengthen communities by providing training, funding advice, advocacy, and general organisational support. • Improved communication and collaboration: they act as a bridge between councils and communities helping local authorities communicate more effectively and facilitating partnerships that enhance service delivery. • Community connection and service improvement: by creating spaces for organisations to meet, share ideas, and collaborate, CVS organisations foster strong relationships that contribute to better council services and improved community wellbeing. The findings from the survey will be used to inform opportunities, areas for improvement and actions to strengthen the relationship between the Council and the CVS. Page 121 of 348
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2. Executive Summary The findings from the NLC Engagement with CVS was open for 37 days and received 81 responses across 17 different services/departments. The insights obtained show that CVS organisations are a well-established and valued part of service delivery across the council, supporting community capacity, specialist provision, and access to communities that statutory services may not otherwise reach. Engagement with CVS organisations is widespread with 89% of respondents reporting active relationships and 85% rating current engagement as effective highlighting the sector’s significant contribution to delivering local outcomes, building community capacity and reaching communities that statutory services may struggle to engage. However, engagement is concentrated within a small number of services and can rely on existing relationships and informal networks to identify partners. This creates a risk to sustainability, continuity, and equitable access to partnership opportunities for newer or less visible organisations with key relationships not embedded across the wider organisation. A significant implementation gap is the low awareness and use (17%) of the CommUnity Agreement. Most respondents (64%) were either unaware or had never used it, suggesting that engagement practices are largely operating outwith consistent reference to the council’s commitment to the agreement as a Community Planning Partner. While respondents identified many examples of successful partnership working, several challenges remain. Budget constraints emerged as the most significant barrier to partnership working, followed by limited CVS capacity and differing organisational cultures. Respondents also highlighted the absence of a consistent approach to measuring outcomes and impact across services. Overall, the survey results demonstrate strong foundations for partnership working while identifying opportunities to improve consistency, visibility, policy awareness and evidence of impact. The strongest and most consistent message from respondents was the need for improved information sharing and connectivity and the most requested improvement was the creation of a comprehensive CVS directory supported by regular networking opportunities, training, clearer guidance and more flexible funding approaches. Key Highlights • 89% of responding services have active engagement with CVS organisations. • 85% rate current engagement as effective • CVS organisations are recognised as key partners in delivering services, building community capacity and reaching communities that may otherwise be underserved • Suggested practical opportunities to strengthen engagement include improved information sharing, networking and training • Strong foundations for partnership working already exist across many service areas. Gaps Page 122 of 348
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• Over-reliance on existing relationships (informal means) to identify CVS partners. • Low awareness and limited use of CommUnity Agreement • No consistent council-wide outcomes framework for measuring CVS impact. • Uneven engagement across service areas and potential concentration risk • Limited mid-range funding opportunities to support emerging partnerships. Top 3 recommendations 1. Develop a council-wide CVS directory and partner database 2. Increase awareness and application of the CommUnity Agreement 3. Establish a consistent outcomes framework across services 3. General Insights and Findings 3.1. Overview and Survey Reach The survey received 81 responses across NLC with an average completion time of 21 minutes indicating respondents engaged thoughtfully with the questions rather than rushing through. Responses came from a broad range of services including Community Partnership, Education and Families, Housing and Communities, Social Work and Care, Enterprise and Communities, Health and Social Care Partnership, Assets and Procurement among others. The diverse responses provide a strong foundation for understanding the relationship between council services and the CVS. However, it is notable that Transportation returned zero responses and Planning and Regeneration and Legal each returned only one response suggesting these services either have minimal CVS engagement or were not effectively reached by the survey. 3.2. Scale and Nature of CVS Engagement The data shows that CVS engagement is widespread but uneven across council services. Many respondents (62%, 50 out of 81) reported working with CVS organisations regularly, with a further 27% (22 respondents) doing so occasionally. Only 5 respondents (6%) reported no current CVS engagement and 4 reported having worked with CVS previously but not currently. Taken together, this means 89% of responding Council services have an active relationship with the CVS sector. This underlines how embedded CVS organisations are in the delivery of council services across North Lanarkshire. When asked how many CVS organisations their service works with, the largest group (36 respondents, 44%) reported working with between 1 and 10 organisations. A considerable number (15 respondents, 19%) reported working with more than 50 organisations particularly concentrated within Community Partnership and Health and Social Care Partnership Teams. This indicates that while some services have broad, expansive CVS networks, others have narrower more targeted relationships. This concentration may create a risk if key relationship holders leave or if services face budget pressures, a significant portion of the Council’s CVS engagement could be disrupted. Page 123 of 348
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3.3. Nature of relationships Relationships are diverse in type but heavily reliant on informal and relationship-based approaches. The most reported relationship types were partnership or collaborative projects and grant funding, followed closely by referrals to CVS services, information or data sharing and consultation or advisory roles. Service level agreements and commissioned services or contracts were reported less frequently. Figure 1: Nature of Council Services Relationships with CVS organisations An important insight is how council services identify and select CVS partners to work with. Existing relationships were the most common method (63 respondents) followed by community networks (52) and recommendations from colleagues (44). Open application or tender processes were used by 28 respondents and CVS-led engagement by 27. This highlights again that a significant number of relationships and approaches to identifying CVS partners is often informal and relationship dependent. Organisations that are already known to the Council or that are well-networked are more likely to request, engage in or benefit from support than those that are newer, smaller or less connected. While there are service and teams with greater local knowledge and where this will not be the case, there is a risk that this may create a ‘closed ecosystem’ where the same organisations are repeatedly engaged while others potentially with the potential for significant community reach may remain less visible to the Council. 3.4. Funding The council provides significant funding to the sector in a range of ways. However consistency and process for distribution highlights sustainability questions. The largest number of respondents (39, reported as Other) with no identification of a funding band suggesting either no funding is provided or that the relationship is non-financial. However, 20 respondents reported providing over £250,000 annually to CVS organisations, the highest funding band indicating a small number of services make substantial investments in CVS delivery. Page 124 of 348
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The middle funding bands (£5000 - £100000) were reported by few respondents, suggesting limited mid-range investment. Most financial relationships are either very large or very small with little in-between. This polarised funding pattern suggests the Council’s investment in CVS is concentrated in a relatively small number of large relationships while many services provide either no financial support or very small amounts. For the CVS organisations in those funding relationships, this represents both an opportunity and a vulnerability. The dependency on a the council as a funder may create significant risk if that funding is reduced or withdrawn. 3.5. Policy Awareness: The CommUnity Agreement There appears to be limited knowledge and/or use of the Community Agreement across Council services. The CommUnity Agreement was developed by VANL on behalf of the Community Planning Partnership. There was initial work with Chief Officers and across key services to raise awareness of the council’s commitment to the agreement and while there was an intention to develop a monitoring and accountability framework, this was not concluded at the time. When asked if they were aware of the CommUnity Agreement, only 14 respondents (17%) reported being aware of and having used or referred to it. A further 16 (20%) were aware but had not used it. The largest group of 37 respondents (46%) were not aware of it at all and 13 (16%) were unsure. This means that 64% of responding Council services either do not know the CommUnity Agreement exists or have never used it. The agreement was intended to guide the relationship between public sector partners, CVS organisations and community representatives this level of awareness is concerning. It suggests that further work is required to increase awareness and embed usage across the Council to support relationships. Where respondents did reference the CommUnity Agreement or other policies, responses referenced community planning, the Community Empowerment Act, aspirational and creative principles, and community wealth building approaches. This suggests that where staff are aware of the policy landscape, they are drawing on it meaningfully showing the challenge is reach and not relevance. 3.6. How Services Support CVS Organisations The most reported way services support CVS organisations was signposting and referrals (54 respondents), followed by information sharing (49), financial support through grants or contracts (39), representation on strategic boards or groups (32) and premises or facilities access (26). Capacity building was reported by 28 respondents and consultation on policy development by 21. Responses to the resources and toolkits used by council services indicate that support for working with CVS organisations is provided through a combination of formal frameworks, guidance, toolkits, referral systems, networks and practitioner experience. The most referenced resources included: • Community Empowerment Act • Local Outcome Improvement Plans (LOIPs) and LOIP subgroups • North Lanarkshire Council Framework for Working with Communities • Community Benefits Hub • Community Asset Transfer (CAT) Toolkits, training and guidance Page 125 of 348
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• Community Priorities Toolkit • Volunteer NL (Voluntary Action North Lanarkshire) networks • Scotland's Population Health Framework • No One Left Behind Strategic Plan for Employability • Market Facilitation, Engagement and Participation Strategy • Carers Strategy • Community Boards and Community Partnership structures • Referral pathways, databases and online grant portals • Scottish Government guidance and funding frameworks • Contract Management Framework • North Lanarkshire Social Enterprise Framework and Action Plan • ALISS (A Local Information System for Scotland) • Mosaic • Community Climate Panel Terms of Reference • Procurement strategies and Community Benefits frameworks Many respondents also highlighted that their work is supported by: • Professional experience and local knowledge • Established relationships and networks • Colleague recommendations and information sharing • Direct engagement with CVS organisations • Capacity building and community development approaches • The dominance of signposting, referrals and information sharing as support mechanisms while valuable suggests that much of the council’s support for CVS may not be developmental. Few services reported supporting CVS through consultation on policy development, suggesting that CVS voices are not consistently influencing the decisions that affect them. This may be a missed opportunity given the community intelligence and lived experience that CVS organisations hold. 3.7. Effectiveness of Current Engagement Council services overwhelmingly rate their CVS engagement as effective, but this self assessment needs to be tested against CVS experience. 85% of respondents rated their service’s engagement with CVS organisations as effective. Only 2 respondents rated it as ineffective, 4 as neither effective nor ineffective and 4 as not applicable. When asked what works well, respondents highlighted effective communication and relationships, having clear aims and objectives for funded projects, working with the Community Partnership Team, community support networks and collaborative working in communities with emphasis on communities, working, support and communication as the hallmark of positive engagement. CVS organisations are valued for their local knowledge, Page 126 of 348
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flexibility, specialist support, community reach and ability to complement statutory services, helping to meet the needs of children, families and vulnerable residents through collaboration, referrals, information sharing and joint delivery of services and projects. While some respondents identified challenges around communication and awareness of services, the overall view is that CVS organisations are essential partners in supporting communities across North Lanarkshire. While this self-assessed effectiveness rating is encouraging, it may not necessarily reflect how CVS organisations themselves experience these relationships. This perception needs to be checked against the experience of CVS partners to further explore improvement opportunities. 3.8. Value of CVS Partnership Council services are clear about the value CVS brings and the data shows this is not just supplementary but structural. When asked what value CVS partnership brings to service delivery, the top responses were: Figure 2: Value of CVS Partnership to Council Service Delivery 59 respondents describing the CVS as complementing council services rather than replacing them is an important finding. It suggests that the predominant model is genuine partnership rather than outsourcing or ‘cost-cutting’. 28 respondents cited cost-effectiveness alongside the significant levels of CVS delivery in areas such as Social Work and Health and Social Care which may merit further examination to ensure the associated delivery models are sustainable and support the role of the sector. Some successful collaboration examples referenced by respondents below demonstrate the significant value of partnership working in delivering improved outcomes for communities. Respondents highlighted collaborations that: • Provided specialist support and advocacy for vulnerable individuals, carers, children, families and people with additional support needs. Page 127 of 348
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• Improved community engagement and community-led planning, including Local Development Programme (LDP) projects, Community Action Plans and Community Priorities consultations. • Delivered health and wellbeing initiatives, including social prescribing, mental health support, physical activity programmes, carers' services and community health projects. • Enhanced access to services and resources through referrals, food support, volunteering, employability support, community hubs and outreach activities. • Supported community capacity building, including Community Asset Transfer projects, volunteer development, social enterprise networks and local development trusts. • Successfully bringing together CVS organisations, statutory services, local businesses and communities to co-design and deliver projects that address local needs. Frequently cited partners included VANL, Lanarkshire Carers Centre, Hope for Autism, North Lanarkshire Disability Forum, Development Trusts, Community Councils, Simon Community, Routes to Work, and a range of local community organisations. Overall, CVS organisations play a vital role in extending the reach of Council services, providing specialist expertise, engaging communities, and delivering collaborative solutions that improve outcomes for local people. 3.9. Challenges and Barriers Budget constraints and CVS capacity are the dominant challenges, but the data reveals a more nuanced picture. The challenges reported were: • Budget or funding constraints: 46 respondents (the largest challenge) • Limited CVS capacity or resources: 33 respondents • Different organisational cultures or priorities: 19 respondents • Difficulty identifying appropriate partners: 17 respondents • Data sharing or GDPR issues: 14 respondents • Other: 14 respondents • Complex procurement requirements; 13 respondents • Communication difficulties: 12 respondents • Lack of coordination between CVS organisations: 12 respondents Budget constraints being the most cited challenge is not surprising in the current climate but it is significant that it outranks capacity issues. This suggests that even where capacity exists within the sector to support, enhance and improve services that the council may have traditionally delivered, resource challenges present barriers. The implication is that Page 128 of 348
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strengthening CVS engagement is at least in part a resourcing question that needs to be engaged directly. The 19 respondents citing different organisational cultures or priorities as a challenge is also worth exploring. This suggests that beyond funding, there are relational and structural barriers to effective partnership: differences in how council services and CVS organisations approach accountability, decision-making, risk and timescales. These cultural differences are rarely addressed through policy alone and may require more deliberate relationship-building and mutual understanding work. It may be worth exploring further if these views are based on experience, fact or perception to identify clear improvement actions 3.10. Outcomes and Data Collection Outcomes measurement is happening but inconsistent and not always used meaningfully. Responses to what data is collected on CVS partnership impact referenced attendance and application numbers, satisfaction surveys, progress towards outputs, information from contractors and community groups, community engagement data, local outcomes, LOIP outcomes, quarterly reporting, committee reports and LDP reports. The most used reporting frameworks and systems include LOIP reporting, Community Benefits Hub, Mosaic, Connecting Steps, grant monitoring processes and contractual performance reporting. Overall, respondents reported that CVS partnership impact is primarily assessed through engagement levels, outcomes achieved and feedback from service users and communities. However, approaches vary across services, with some reporting robust outcome data while others rely on qualitative evidence or do not currently measure impact with a general lack of consistent outcomes framework for CVS delivered services across the council. This implies outcomes measured are dependent on the service or department and may make it impossible to build a coherent picture of CVS impact at a whole council level. 3.11. Strengthening Engagement and Improvement of Collaboration Opportunities Response data to what will strengthen engagement with CVS organisations provides a clear and actionable picture of what council services say they need with a better CVS database and directory (41) top as seen below. Page 129 of 348
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Figure 3: Best ways to strengthen council services engagement with CVS Overall, services agree that stronger communication, earlier engagement, better information sharing and more sustainable funding would enable CVS organisations and Council services to work more effectively together to improve outcomes for communities. Page 130 of 348
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4. Recommendations and Conclusion Immediate Actions (0-3 months) 1. Explore the opportunity to develop and launch a searchable CVS database and directory accessible to all council services as it was the single most requested improvement 2. Actively promote the CommUnity Agreement actively across all services with practical guidance on how to use it for daily CVS engagement. A short briefing module, staff induction module and inclusion in team meetings across service areas may also be helpful. 3. Establish regular cross-council CVS networking events to break down service silos to enable knowledge sharing about CVS partners and effective approaches. 39 respondents identified this as a priority. Short-term Actions (3-6 months) 4. Develop a consistent outcomes framework for CVS delivered services linked to LOIP priorities and the Plan for North Lanarkshire. This may help reduce duplication of reporting, create comparability across service areas while ensuring data collected is genuinely used to inform decisions. 5. Commission a training module on effective CVS engagement for council staff. This may cover the policy landscape, relationship management, funding mechanisms, and the CommUnity Agreement since 34 respondents identified training as a need. 6. Complete a survey with CVS organisations to test if council self-assessments of relationship effectiveness are shared by partners Medium-term Actions (6-18 months) 7. Review funding mechanisms with a view to introducing longer term and more flexible arrangements for established CVS relationships. The current short-term, grant- heavy model creates instability for CVS organisations and limits the council’s ability to build sustained partnerships. 8. Address the concentration risk by actively developing CVS engagement capacity in lower-engagement services such as Transportation, Legal and Planning. A cross- service CVS engagement lead may be appointed to support this. Page 131 of 348
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9. Explore in-kind support models and alternative funding mechanisms including community wealth building approaches to sustain and grow CVS relationships beyond direct grant funding 10. Explore cultural alignment between council services and CVS organisations through joint development sessions Conclusion The survey provides a clear baseline of how NLC currently engages with the CVS sector. Findings indicate partnership working is well established and widely viewed as effective, with CVS organisations playing a central role in service delivery, strengthening community capacity and extending reach to local communities. However, engagement is inconsistent and often reliant on informal relationships. Awareness and use of the CommUnity Agreement is low (64%) and there is no consistent approach to measuring outcomes across services. Key constraints include budget pressures, limited CVS capacity and sometimes differing priorities. Overall the system shows strong working relationships but requires improved structure, visibility and consistency to strengthen impact and accountability. Appendix 3 Draft updated Framework for Working with Communities TO BE ADDED Page 132 of 348
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref GW/MC/GS Date 10/08/26 Campsies Grant Award Programme – Round 4 From Gillian Whitehead (Chief Officer – Housing & Communities) E-mail WhiteheadG@northlan.gov.uk CostelloM@northlan.gov.uk Executive Summary The purpose of this report is to seek approval from the Communities Committee to provide grant awards to community and voluntary organisations through Round 4 of the Campsies Grant Award Programme. Round 4 attracted 30 applications with a total value of £213,078.73. The total funding available for allocation is £100,000. Following assessment and scoring, 19 organisations are recommended for funding with total recommended awards of £99,311.92. The recommended allocation is within the available budget and represents a success rate of 63.3% by number of applications. The recommended package is structured around three investment themes: High-Impact Awards, Community Development Awards, and Fixed Contribution Awards. This approach ensures that the strongest applications receive full funding, while projects with clear community value are supported through proportionate, moderate awards. It also retains a developmental funding tier, enabling organisations with mid-range scores to deliver elements of their proposed activities. The recommended projects will deliver benefits across all three eligible Cumbernauld wards and support a broad range of communities including Abronhill, Carbrain, Kildrum, Seafar, Greenfaulds, Condorrat, Ravenswood, Craigmarloch, Cumbernauld Village, Westfield, Palacerigg and the wider town centre area. Many projects operate across more than one neighbourhood, and several are accessible to residents across the whole Campsies area. The funded portfolio will support community participation, children and families, older people, health and wellbeing, poverty reduction, equality and inclusion, environmental action, community events and local capacity building. The inclusion of projects linked to the 70th anniversary of Cumbernauld provides an additional opportunity to support civic pride, local identity and community celebration. The report also sets out the future development of the Campsies approach, including the movement to online applications and closer alignment with the wider North Lanarkshire Grant Awards Programme. This will support consistency across council-managed awards, improve the applicant experience, strengthen guidance and create more streamlined assessment and monitoring arrangements. Item 7 Page 133 of 348
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1. Background 1.1 The Campsies Grant Award Programme was established following the winding-up of Campsies Centre Cumbernauld Limited and the transfer of assets to the Council. Previous rounds of the programme have supported local community and voluntary organisations operating across Cumbernauld and the wider Campsies area. 1.2 The Community Partnership Team is responsible for the management and administration of the programme. The programme continues to support community- led projects that contribute to the Plan for North Lanarkshire, Local Outcome Improvement Plan priorities and local community benefit within the eligible Cumbernauld wards. To maximise awareness and accessibility of the Campsie Grant Award Programme, Cumbernauld Community Partnership Team organised two information workshops: a face- to-face session at the Muirfield Centre, Cumbernauld on 14th April 2026 and an online session, in the evening of 15th April 2026. A total of 12 community organisations attended these sessions. Information relating to the funding programme, including eligibility criteria and application guidance, was disseminated to all community groups operating within Cumbernauld. Parent Councils were also included in the distribution through established networks within the Education and Families Service to ensure broad promotion of this funding opportunity. Throughout the application period, capacity-building support was available to applicants with over 50 groups and organisations receiving information, advice and or support in relation to the Campsies Grant Award Programme. As previously agreed, Cumbernauld elected members were provided with opportunities to attend online briefing sessions prior to the launch of the grant programme and were briefed on the outcomes prior to the publication of this committee report. Recommendations It is recommended that the Communities Committee: (1) Approves the Round 4 funding recommendations set out in the report and appendix 1; (2) Endorses the assessment and moderation approach used to determine the Round 4 recommended awards; (3) Recognises the anticipated community impact of the recommended projects; (4) Agrees the proposed next steps for programme monitoring, online applications, and alignment with the Council’s wider Grant Awards Programme. The Plan for North Lanarkshire Priority Enhance participation, capacity, and empowerment across our communities Ambition statement (19) Improve engagement with communities and develop their capacity to help themselves Programme of Work Invest in North Lanarkshire Page 134 of 348
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2. Report Round 4 Overview 2.1 Round 4 attracted 30 applications with total funding requests of £213,078.73. Applications covered a broad range of community priorities including poverty reduction, health and wellbeing, children and young people, support for older people, community events, environmental activity, practical advice and support, inclusion and activities linked to the 70th anniversary of Cumbernauld. 2.2 The level of demand exceeded the available budget. It was therefore necessary to apply a structured assessment and scoring approach to ensure that the final recommendations were fair, proportionate and capable of delivering the strongest overall community benefit within the resources available. Assessment and Scoring Process 2.3 Applications were assessed against the agreed programme criteria. The process considered the quality of each application, alignment with programme objectives, evidence of need, anticipated community benefit, deliverability, governance, financial information and contribution to local priorities. 2.4 The scoring process was used to create a balanced funding package. The strongest applications were classed as having High-Impact and protected for a full award, justified by the score and supporting evidence. A second group of projects deemed to contribute to community development are recommended for moderate awards where the project demonstrated clear community value but could reasonably be delivered or phased at a reduced level. A fixed developmental award was also applied to a third group of organisations to provide proportionate support for smaller or emerging projects. 2.5 In general the assessment and scoring process demonstrated a wide range of compliance levels with the priority areas set out within the application criteria, with scores ranging from 1-16. In terms of the assessment process, a lower score indicates a higher quality application. 2.6 Given the number of applicants, the available budget and the oversubscription value of 113%, it was not possible to fund all applications. It was determined by analysis that: - • Scores of 1-3 have been allocated 100% of the funding requested • Score of 4 have been allocated 50% of the funding requested • Score of 5 have been allocated a fixed contribution award of £1,300 • Scores of 6 and above have been unsuccessful and will receive a nil award 2.7 Table 1 below provided key statistical information for Round 4 Table 1: Statistical Information Indicator Statistics Applications received 30 Funding requested £213,078.73 Demand as % of available budget 213.08% Page 135 of 348
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Oversubscription 113.08% Budget available £100,000 Organisations funded 19 Total value requested by successful organisations £149,660.73 Success rate 63.3% Full awards (high impact) 9 Reduced awards (supporting community development) 4 Fixed Contribution Awards (£1,300) 6 Total number of Project and Activities supported 78 Table 2: Number of Projects and Activities by Theme Investment Themes 2.8 High-Impact Awards: Nine organisations achieved the highest assessment scores and are recommended for full awards. These projects demonstrate strong governance, clear outcomes, significant community reach and direct alignment with programme priorities. Collectively they form the core investment portfolio and are expected to deliver the greatest scale of measurable community benefit. 2.9 Community Development Awards: Four organisations are recommended for moderate awards (50% of funding requested). These projects demonstrated merit and community benefit but received proportionate awards to maximise the number of organisations supported. This tier enables delivery of priority activities while extending the overall reach of the programme. 2.10 Fixed Contribution Awards: Six organisations are recommended for fixed development awards of £1,300. Enabling some of their projects and activities to be supported. Analysis of Recommended Projects and Anticipated Community Impact 2.11 The recommendations contained within this report represent a balanced portfolio of community-led investment designed to maximise the reach and impact of the available Campsies Grant Fund resources. Through a combination of full awards, moderate awards and development awards, the proposed funding package will support nineteen organisations operating across Cumbernauld and the surrounding Campsies communities. Page 136 of 348
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2.12 The recommended projects will deliver activity across a wide range of Cumbernauld communities including Abronhill, Carbrain, Kildrum, Seafar, Greenfaulds, Condorrat, Ravenswood, Craigmarloch, Cumbernauld Village, Westfield, Palacerigg and the wider town centre area. Many funded organisations operate across multiple neighbourhoods, and several provide services accessible to residents throughout all three Campsies wards. 2.13 A significant proportion of the recommended funding supports projects aimed at children, young people and families. The funded programmes include youth activities / youth clubs and youth wellbeing activities, family support, school-based projects, residential activity, sports participation, practical support for families including family learning, early years disability support and community learning opportunities designed to improve confidence, wellbeing and social connection. 2.14 Health, wellbeing and social connection emerge as the strongest cross-cutting theme within the proposed funded portfolio. Projects include peer support, social activity, advice and support, creative and cultural activity, environmental wellbeing, practical support for vulnerable residents, youth development and opportunities for residents to participate in community life. 2.15 The proposed projects and activities. also demonstrates a clear contribution to tackling poverty and reducing inequality. Recommended projects include foodbank support, debt and energy advice, income maximisation, practical support for families, community meals, crisis support, and activities designed to reduce cost barriers to participation. 2.16 Equality and inclusion initiatives are strongly represented. Some of the proposed funded projects include specific support for disabled people, people with long-term health conditions, neurodivergent participants, families of children with complex needs, older people, ethnic minority residents, New Scots, carers and people experiencing social isolation or mental health challenges. 2.17 A notable feature of this round is the inclusion of projects linked to the 70th anniversary of Cumbernauld. These projects will support local heritage, memory, civic pride, creative expression, family events and wider community celebration. This creates a positive legacy opportunity in addition to the direct project outcomes. 2.18 Several recommended projects also support environmental action and place-based improvement. These include outdoor wellbeing activity, community gardening, biodiversity, local stewardship and activity that encourages residents to connect with and improve local places. 2.19 Overall, the recommended funding package provides a balanced and proportionate investment across a broad range of themes, communities and beneficiary groups. Collectively, the projects will strengthen community participation, improve health and wellbeing, reduce inequalities, support vulnerable residents and contribute towards stronger, more resilient communities across Cumbernauld. Monitoring and Evaluation 2.20 All awards will be made subject to standard grant conditions and any additional conditions identified through the assessment process. Monitoring will be proportionate to award size and project risk. Successful organisations will be required to provide evidence of delivery, expenditure, participation, outcomes and wider community benefit. Page 137 of 348
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2.21 Where applications included specific participation targets, these will be reflected in monitoring conversations. For wider community events and open access provision, monitoring will include attendance, feedback, volunteer involvement, equality reach and evidence of community impact. What Comes Next for Campsies 2.22 Following completion of Round 4, officers will undertake a short review of the programme approach to capture learning from the current process and support future delivery. The next stage of improvement will include the introduction of online applications and closer alignment with the Council’s wider Grant Awards Programme. For clarity the alignment will focus on the standard documentation, guidance, assessment and scoring, and monitoring and reporting. The Campsies funding will continue to be protected for distribution to Community and Voluntary Sector organisations operating in Cumbernauld wards. 2.23 Alignment with the Grant Awards Programme will support consistency across council- managed funding streams. This will include a more consistent approach to application questions, guidance, eligible costs, assessment, monitoring, feedback and applicant support. It will also improve the applicant experience by reducing duplication and supporting clearer expectations for community organisations. 2.24 The move to online applications will support improved data capture, more efficient administration, stronger reporting and better analysis of programme outcomes. It will also allow officers to build more robust statistical reporting around participation, equalities, project type, ward coverage and community impact in future rounds. This development is in line with the Grant Awards Programme Review and the report on ‘Improving and Modernising Community Focused Grant Programmes’ approved on the 27 April 2026. 3. Measures of success 3.1 The success of the Campsies Grant Award Programme will be measured through the collective impact delivered by the funded organisations, rather than solely by the distribution of grant funding. Success will be demonstrated through the delivery of the agreed projects and activities, increased community participation, improved health and wellbeing, strengthened community resilience and positive outcomes for residents across the Campsies area. 3.2 The programme will also be evaluated on its ability to support a broad and balanced portfolio of community organisations. Through the adoption of a three-tier investment approach comprising High-Impact Awards, Community Development Awards and Developmental Awards, the programme seeks to maximise the number of organisations supported while maintaining a strong focus on quality, value for money and alignment with local priorities. The delivery of projects across a diverse range of themes, communities and beneficiary groups will demonstrate that the available funding has been invested effectively to achieve the greatest overall community benefit. 3.3 Performance monitoring will be undertaken throughout the lifetime of the funded projects to assess delivery against agreed outcomes, participation levels and community impact. Consideration will be given to evidence demonstrating increased community participation, support for children and families, improvements in health and wellbeing, reduced social isolation, strengthened volunteering and community capacity, Page 138 of 348
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contributions towards tackling poverty and inequalities, and successful delivery of activities celebrating the 70th Anniversary of Cumbernauld. The findings will inform future programme development and provide assurance that public funds have been invested effectively and in accordance with the objectives of the Campsies Grant Award Programme. 4. Supporting documentation 4.1 Appendix 1 Applications received and Funding recommendations Gillian Whitehead Chief Officer (Housing and Communities) Page 139 of 348
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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 approved award criteria have been subject to an integrated Fairer Scotland Duty/Equality Impact Assessment. The funded portfolio includes a strong focus on reducing inequality, supporting low- income households, disabled people, older people, families, carers, ethnic minority residents and people experiencing social isolation or mental health challenges. Equality monitoring will be strengthened through future alignment with the Grant Awards Programme. 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 recommended awards total £99,996.92 and can be met from the available Round 4 Campsies Grant Fund budget of £100,000. 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 ☒ Page 140 of 348
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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? Some of the organisations funded via the Grant Programme deliver programmes/ services that impact positively on the environment of North Lanarkshire communities. 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? Successful and unsuccessful applicants will be advised of the outcome following Committee approval. Any wider communication should reflect the breadth of community benefit and the support provided across the three investment themes. 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 principal risks relate to project delivery, eligible expenditure and monitoring compliance. These risks will be managed through grant conditions, proportionate monitoring, payment controls and officer engagement with funded organisations. (Captured on the Service Risk register) 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ Page 141 of 348
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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 142 of 348
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Appendix 1 Campsies Grant Award Programme (Round 4) Applications Received and Funding Recommendations Organisation Grant Request Summary of Activity Proposal Recommendation Grant Award 1. CACE 7610.92 Public Living Room model with creative activity and community connection. Approve – 100% 7610.92 2. Cornerstone 9998.00 Cumbernauld Skills Kitchen: hospitality and food hygiene training programmes. Approve – 100% 9998.00 3. Cumbernauld Poverty Action 8208.00 Expanded crisis, income maximisation and support project for people aged 50+. Approve – 100% 8208.00 4. The Conservation Volunteers 9002.50 Outdoor wellbeing and environmental stewardship programme. Approve – 100% 9002.50 5. Cumbernauld & Carbrain Community Hub 10000.00 Weekly community brunch cafe provision. Approve – 100% 10000.00 6. Cumbernauld Academy Parent Council 6500.00 Community garden restoration and partnership projects. Approve – 100% 6500.00 7. Cumbernauld Resilience 10000.00 Foodbank and community cafe provision. Approve – 100% 10000.00 8. Freedom City Church 10000.00 Foodbank and recovery support services. Approve – 100% 10000.00 9. Tinpot Film and Memory Collective 2000.00 Film, memory and heritage activity. Approve – 100% 2000.00 10. Carbrain Community Events 7755.00 Holiday and family activities. Approve – partial 50% 3877.50 11. Cumbernauld Theatre 10000.00 Creative programme for 70th anniversary. Approve – partial 50% 5000.00 Page 143 of 348
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12. Palacerigg Community Trust 10000.00 Community celebration and heritage activity. Approve – partial 50% 5000.00 13. St Lucys Youth Zone 10000.00 Residential experience building confidence. Approve – partial 50% 5000.00 14. 20th Cumbernauld Guide Unit 615.00 Camping equipment to widen access to outdoor experiences. Approve – partial fixed award 615.00 15. Cumbernauld & Kilsyth CAB 4586.96 Debt and energy advice outreach. Approve – partial fixed award 1300.00 16. Cumbernauld & Kilsyth Care 7000.00 Practical family support. Approve – partial fixed award 1300.00 17. Scottish Centre for Children with Motor Impairments 9824.36 Early support service for children with complex needs. Approve – partial fixed award 1300.00 18. Tonys Safe Place 9989.99 Volunteer training for mental health support. Approve – partial fixed award 1300.00 19. Watch Us Grow 6570.00 Learning space improvements. Approve – partial fixed award 1300.00 20. Cumbernauld Free Church £9,000.00 Full electrical rewiring of community-used church building in Carbrain to maintain safe access for local groups and services. Do Not Approve – Type of Request Not Eligible Nil 21. 16th Cumbernauld Brownies £4,148.00 Weekly Girlguiding programme for girls aged 7- 10, supporting confidence, skills development, inclusion and community participation. Do Not Approve Nil 22. 5th Cumbernauld Rainbows £3,000.00 Weekly Girlguiding programme for girls aged 4-7, supporting social skills, confidence, inclusion and early community participation. Do Not Approve Nil 23. Abronhill Regeneration Forum £4,585.00 Community website, greenspace safety improvements, QR guides and visibility resources to improve access, communication and local engagement. Do Not Approve Nil Page 144 of 348
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24. Dance Vibez £8,400.00 Intergenerational dance project celebrating Cumbernauld’s 70th anniversary through workshops, social dance and community performance. Do Not Approve Nil 25. North Lanarkshire Mòd £3,980.00 Gaelic cultural festival with school engagement, workshops, competitions and family activities celebrating language, music and heritage. Do Not Approve Nil 26. Craigmarloch Community Council £1,360.00 Craigmarloch Bloom environmental improvement project planting daffodil and crocus bulbs, including a 70th anniversary display. Do Not Approve Nil 27. The Holding Space £7,420.00 Whole-family mental health and wellbeing programme for children, young people and parents/carers in Cumbernauld South. Do Not Approve Nil 28. Wellspring £7,800.00 Temporary town centre gallery, exhibitions, workshops and performances celebrating Cumbernauld’s 70th anniversary and local creativity. Do Not Approve Nil 29. Cumbernauld Community Forum £3,725.00 Strictly senior tea dance for older residents celebrating Cumbernauld’s 70th anniversary and supporting social connection. Do Not Approve Nil 30. St Lucys Parent Council £10,000.00 Outdoor learning improvements including trim trail, Forest School equipment and seating for St Lucy’s Primary School pupils. Do Not Approve Nil Page 145 of 348
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North Lanarkshire Council Report Does this report require to be approved? ☐ Yes ☒ No Ref GW/LP/GS Date 10/08/26 From Gillian Whitehead, Chief Officer (Housing & Communities) WhiteheadG@northlan.gov.uk PollockLe@northlan.gov.uk Executive Summary The Community Grants Scheme continues to provide an important source of financial support to voluntary and community organisations across North Lanarkshire. Through relatively modest grant awards, the scheme enables local organisations to deliver activities and projects that improve the wellbeing of residents, strengthen community participation and support the continued development of resilient and active communities. During 2025/26, funding was awarded to a diverse range of organisations operating across all community board areas. Supported projects included activities for children and young people, older people, families, sports clubs, community associations, cultural organisations, environmental initiatives and groups supporting people experiencing inequality or social isolation. Collectively, these projects have contributed to stronger community connections, increased opportunities for participation and improved access to activities that benefit residents. The Community Grants Scheme continues to play a particularly important role in supporting grassroots voluntary organisations. Many funded organisations are led by volunteers and operate on a small scale within their local communities. For these organisations, Community Grants often provide the financial assistance required to establish new activities, sustain existing services or respond to emerging local need. The scheme therefore represents an investment not only in individual projects but also in the capacity, resilience and sustainability of the voluntary and community sector. This report provides an overview of the operation of the Community Grants Scheme during 2025/26. In addition to detailing the awards made throughout the year, the report presents enhanced statistical information to provide greater insight into the reach of the programme, the types of organisations supported, and the contribution made towards wider community planning priorities. This reflects an ongoing commitment to strengthening how the impact of the programme is understood and communicated. The report also provides an update on the planned review of the Community Grants Scheme, following the motion approved by Communities Committee. The review will Communities Committee Community Grants 2025/26 and Planned Review E-mail Item 8 Page 147 of 348
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provide an opportunity to consider how the scheme continues to support grassroots voluntary and community organisations, ensure that funding arrangements remain accessible and proportionate and identify opportunities for future development. Engagement with elected members and relevant stakeholders will inform this work, with any recommendations being presented to committee for consideration. Overall, the Community Grants Scheme continues to demonstrate the value of small-scale investment in communities. By supporting local organisations to respond to local needs, the scheme contributes to the delivery of community planning priorities and helps strengthen the capacity of communities across North Lanarkshire. Recommendations It is recommended that the Communities Committee: (1) Acknowledges the operation of the Community Grants Scheme during 2025/26 and the contribution it continues to make in supporting voluntary and community organisations across North Lanarkshire. (2) Recognises the positive contribution made by locally based voluntary and community organisations, volunteers and community groups in delivering activities that benefit communities throughout North Lanarkshire. (3) Welcomes the enhanced statistical analysis and thematic reporting contained within this report, providing greater insight into the reach and impact of the Community Grants scheme. (4) Acknowledges plans for review of the Community Grants scheme in line with the outline within this report, including engagement with elected members and relevant stakeholders, with any recommendations being reported to a future meeting of the Communities Committee. (5) Acknowledges the detailed schedule of grant awards contained within the accompanying appendices. The Plan for North Lanarkshire Priority Enhance participation, capacity, and empowerment across our communities Ambition statement (19) Improve engagement with communities and develop their capacity to help themselves Programme of Work Resilient People 1. Background 1.1 The Community Grants Scheme provides small-scale financial assistance to voluntary and community organisations delivering projects and activities for the benefit of communities across North Lanarkshire. The scheme has operated for many years and continues to provide an accessible source of funding for grassroots organisations that deliver activities which promote community participation, improve wellbeing and strengthen local community capacity. Page 148 of 348
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1.2 The scheme is open to eligible community and voluntary organisations operating on a not-for-profit basis and supports a broad range of activity including community events, youth work, health and wellbeing initiatives, sport and recreation, cultural activities, environmental improvements, volunteering and projects that respond to local community need. Funding is intended to complement the significant contribution already made by volunteers and community organisations by providing practical financial assistance to help deliver local initiatives. 1.3 The Community Grants Scheme forms part of the Council’s wider commitment to supporting strong, resilient and empowered communities. By enabling local organisations to develop and deliver activities that respond directly to community need, the scheme contributes towards the ambitions contained within The Plan for North Lanarkshire, particularly those relating to improving health and wellbeing, strengthening communities and increasing opportunities for residents to participate in community life. It also complements wider community planning activity by supporting preventative, community-led approaches that help build local capacity and resilience. 1.4 During 2025/26, the scheme continued to attract significant interest from organisations across North Lanarkshire, demonstrating the ongoing demand for accessible grant funding and highlighting the important role that small-scale investment continues to play in enabling community organisations to deliver positive outcomes for local people. 1.5 The overall budget for the Community Grants Scheme for 2025/2026 was £100,177 and this provided for an allocation of £1,301 for consideration per elected member. 2. Report Community Grants at a Glance 2.1 The Community Grants Scheme continued to provide financial support to voluntary and community organisations throughout North Lanarkshire during 2025/26. Funding was awarded across all locality areas and supported a broad range of community-led activity, reflecting the diversity of organisations operating throughout the area and the varied needs of local communities 2.1.1 The information below provides a high-level overview of the operation of the scheme during the reporting period. Together, these statistics demonstrate the breadth of the programme, the level of demand for funding and the geographical reach of awards made throughout North Lanarkshire. Table 1: Summary Statistics Measure 2025/26 Total Budget 100,222 Applications Received 214 Awards Made 176 Total Funding Requested 150,000.21 Total Funding Awarded 84,436.99 Success Rate 82.24% Average Award £479.76 Page 149 of 348
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2.1.2 The statistics demonstrate that the Community Grants Scheme continues to provide extensive support to voluntary and community organisations operating across North Lanarkshire. Funding has been distributed across all locality areas and has supported organisations of varying size, purpose and organisational structure. 2.1.3 Demand for funding remains strong and reflects the continued importance of accessible grant programmes for volunteer-led organisations seeking to deliver local activities and respond to identified community need. Whilst individual awards are generally modest, collectively they represent a significant investment in community-led activity and provide valuable support to organisations delivering services and opportunities that benefit residents throughout North Lanarkshire. Key Findings and Emerging Themes 2.2 Analysis of applications demonstrates the diversity of organisations that continue to access the Community Grants Scheme. Awards were made to a broad range of organisations including community associations, sports clubs, youth organisations, parent councils, charities, cultural organisations, faith-based organisations, environmental groups and organisations supporting older people. This breadth of activity demonstrates that the scheme continues to provide flexible support across a wide range of community interests whilst remaining responsive to locally identified priorities. 2.2.1 The majority of organisations supported through the Community Grants Scheme operate at neighbourhood or community level and are heavily reliant upon volunteers to plan and deliver activities. For many organisations, grant funding represents an important source of financial support that enables local initiatives to proceed, helps sustain established community activity and provides opportunities to develop new projects in response to emerging community need. 2.2.2 Whilst awards are generally modest in value, they often provide the catalyst for wider community participation, volunteer involvement and additional fundraising activity. 2.2.3 Funding was distributed across all Community Board areas, demonstrating the continued geographical reach of the programme. Although the nature of applications varied between localities, reflecting differing community needs and the composition of the voluntary sector within each area, the programme continued to support a broad range of activities that contributed positively to community life throughout North Lanarkshire. The locality analysis contained later within this report provides a more detailed overview of funding patterns and emerging themes across each area. 2.2.4 Many projects supported through the Community Grants Scheme focus on early intervention and community-based activity that seeks to improve wellbeing, Page 150 of 348
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reduce social isolation, encourage participation and strengthen community connections. Although individual projects differ considerably in scale and purpose, collectively the programme contributes towards wider community planning priorities by supporting preventative approaches that help communities remain active, connected and resilient. 2.2.5 The Community Grants Scheme supports much more than individual projects. Investment also contributes towards the ongoing sustainability of voluntary organisations by helping them retain volunteers, strengthen community participation, develop local leadership and maintain regular opportunities for residents to become involved in community life. In many cases, Community Grants provide organisations with the confidence and capacity to seek additional funding from external sources, creating benefits that extend beyond the initial investment made through the scheme. Community Impact 2.3 The Community Grants Scheme continues to make an important contribution to communities across North Lanarkshire by supporting organisations that deliver activities in direct response to local need. Collectively, funded projects contributed towards healthier communities, increased opportunities for participation and stronger social connections, whilst helping organisations to remain active and responsive to local priorities. Analysis of awards made during the reporting period identifies several recurring themes which demonstrate how Community Grants continue to support delivery of wider community planning priorities. 2.3.1 Supporting health and wellbeing continued to represent one of the strongest themes emerging from the awards made during 2025/26. Funding supported a wide range of activities designed to encourage physical activity, reduce social isolation, improve mental wellbeing and provide opportunities for residents to participate in community life. Projects included sports and recreational activities, walking groups, community gatherings, wellbeing initiatives and activities specifically aimed at improving opportunities for older people and vulnerable residents to remain socially connected. 2.3.2 Whilst individual projects varied considerably in scale, collectively they contributed towards creating healthier and more connected communities by providing accessible opportunities for people to remain active, develop relationships and participate in local activities. 2.3.3 A significant proportion of awards supported organisations delivering activities for children and young people. Funding assisted youth organisations, parent councils, uniformed organisations, sports clubs and community groups to provide activities that encouraged participation, learning and personal development. Projects supported opportunities for young people to develop confidence, build relationships, acquire new skills and participate in positive community activity. Many of these organisations are volunteer-led and rely upon grant funding to supplement fundraising activity and ensure that participation remains affordable and accessible to local families. Page 151 of 348
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2.3.4 The Community Grants Scheme continues to make an important contribution towards strengthening community capacity by supporting organisations that are embedded within their local communities. Funding enables organisations to recruit and retain volunteers, maintain regular activities and respond to emerging community needs. In many cases, grants provide the financial confidence required to sustain established programmes or introduce new initiatives that would otherwise be difficult to deliver. Beyond the immediate activities funded, investment also contributes towards maintaining the organisational capacity of the voluntary sector and supports the continued development of active and resilient communities. 2.3.5 Many projects supported through the Community Grants Scheme seek to bring people together and create opportunities for residents who may otherwise experience social isolation. Activities supported older people, individuals with disabilities, carers, families and community groups by providing opportunities to participate in social, cultural and recreational activities within their own communities. These projects contribute towards creating welcoming and inclusive communities by reducing barriers to participation and encouraging people to become involved in local community life. 2.3.6 Funding also supported organisations delivering activities that celebrate local communities, strengthen neighbourhood identity and encourage residents to become actively involved in community life. Community events, environmental initiatives, cultural activities and local celebrations all contribute towards developing a stronger sense of place and increasing opportunities for residents to work together to improve their local areas. These activities often generate wider community benefits by encouraging volunteering, building local partnerships and strengthening relationships between community organisations. 2.3.7 The Community Grants Scheme continues to provide important support for organisations that are largely dependent upon volunteers. Across North Lanarkshire, volunteers contribute significant time, knowledge and experience to the planning and delivery of community activities. Community Grants help these organisations meet essential costs associated with delivering local projects and, in doing so, support the continued contribution that volunteers make to community life. Whilst the value of volunteering extends far beyond financial measures, the programme continues to demonstrate that relatively modest grant awards can help unlock considerable community effort and local participation. Contribution to Community Priorities 2.4 The Community Grants Scheme is not intended to deliver strategic outcomes in isolation. Rather, it provides practical support that enables voluntary and community organisations to contribute towards wider local priorities through community-led action. Page 152 of 348
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2.4.1 Projects supported during 2025/26 contributed towards a number of ambitions contained within The Plan for North Lanarkshire, particularly those relating to improving health and wellbeing, strengthening communities and supporting residents to become more active participants within their local areas. 2.4.2 Many funded projects also supported wider Local Outcome Improvement Plan priorities by creating opportunities for people to participate in community activities, strengthening social connections, promoting volunteering and improving access to activities that reduce isolation and improve wellbeing. 2.4.3 Importantly, the Community Grants Scheme enables local organisations to respond flexibly to issues identified within their own communities. This locally led approach complements wider public sector investment by supporting preventative activity that is designed and delivered by organisations with detailed knowledge of local need. 2.4.4 Whilst the impact of individual awards is necessarily localised, the cumulative effect of the programme demonstrates how relatively modest investment can contribute towards broader community planning ambitions by supporting resilient communities, increasing participation and encouraging community- led solutions to local challenges. Community Capacity and the Value of Grassroots Organisations 2.5 One of the greatest strengths of the Community Grants Scheme is its ability to support organisations that are embedded within their local communities. Many funded organisations operate on a relatively small scale, are led almost entirely by volunteers and deliver activities that respond directly to locally identified needs. 2.5.1 Although these organisations may have limited financial resources, they make a significant contribution to community life by providing regular opportunities for residents to meet, participate in local activities, develop friendships and access support within their own communities. They frequently represent long- established organisations with strong local knowledge and trusted relationships, enabling them to respond quickly and flexibly to changing community needs. 2.5.2 For many organisations, Community Grants provide practical financial assistance that enables activities to continue, helps maintain volunteer-led services and supports the ongoing development of local initiatives. The scheme therefore contributes not only to the delivery of individual projects, but also to sustaining the organisational capacity that underpins much of North Lanarkshire’s voluntary and community sector. 2.5.3 Supporting these organisations represents an investment in community capacity. By helping local groups remain active and sustainable, the Council is supporting the people, relationships and community infrastructure that enable communities to organise themselves, respond to local challenges and contribute positively to community wellbeing. Page 153 of 348
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2.5.4 The cumulative impact of this investment extends beyond individual grant awards. Collectively, grassroots organisations help create stronger neighbourhoods by encouraging volunteering, promoting community participation, developing local leadership and creating opportunities for residents to become actively involved in shaping community life. In doing so, they contribute towards building resilient communities that are better placed to respond to both current and future challenges. 2.5.5 Volunteers remain at the heart of the Community Grants Scheme. Many organisations supported through the programme rely almost entirely upon volunteers to organise activities, manage community facilities, raise additional funding and deliver projects for the benefit of residents. Their contribution represents a significant community asset that extends well beyond the value of financial investment provided through the scheme. 2.5.6 Community Grants help remove some of the practical barriers faced by volunteer-led organisations by providing funding for equipment, materials, venue costs, activities and other essential expenditure. This enables volunteers to focus their efforts on delivering services and activities that benefit their communities rather than solely on fundraising to meet day-to-day operational costs. 2.5.7 The scheme therefore complements the considerable time, commitment and experience contributed by volunteers across North Lanarkshire. Together, financial investment and volunteer effort enable organisations to deliver activities that improve community wellbeing, increase participation and strengthen local resilience. Locality Analysis 2.6 The Community Grants Scheme is designed to respond to community need across all parts of North Lanarkshire. Analysis of awards made during 2025/26 demonstrates that funding supported organisations operating across every Community Board area. Although the volume and type of applications varied between localities, several common themes emerged across North Lanarkshire. 2.6.1 Across almost every locality, organisations sought funding to: - improve health and wellbeing; reduce social isolation; support children and young people; strengthen community participation; sustain volunteer-led activity and deliver community events and local initiatives. 2.6.2 Alongside these common themes, each locality demonstrated its own particular strengths and areas of focus. In some communities, applications reflected a strong tradition of community associations and local resident groups, whilst others demonstrated high levels of activity from sports clubs, youth organisations or cultural groups. 2.6.3 This diversity is a positive feature of the programme. Rather than supporting a standardised approach to community activity, the Community Grants Scheme enables organisations to develop projects that reflect local priorities and build upon existing community strengths. Page 154 of 348
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2.6.4 Detailed locality information is provided within Appendix 5. The accompanying analysis provides members with an overview of application numbers, funding awarded, predominant funding themes and notable observations for each Community Board area. Why Community Grants Matter 2.7 Community Grants represent one of the Council’s most direct forms of investment in local communities. Unlike larger strategic funding programmes, Community Grants provide accessible funding that enables local organisations to identify community needs, develop practical solutions and deliver activities that directly benefit residents. The flexibility of the scheme allows organisations to respond to emerging issues and opportunities in ways that reflect the unique characteristics of their communities. 2.7.1 Whilst individual awards are relatively modest, the collective impact of the programme is considerable. Every grant supports activity delivered by local people for the benefit of local communities. Collectively, these investments strengthen community organisations, encourage volunteering, create opportunities for participation and help sustain the networks and relationships that contribute to resilient communities. 2.7.2 Importantly, the programme also demonstrates the value of partnership between the Council and the voluntary and community sector. Community organisations bring detailed knowledge of their communities, strong local relationships and the ability to engage residents in ways that complement wider public services. Through the Community Grants Scheme, the Council can support and enable this activity whilst recognising the important contribution made by volunteers and community organisations across North Lanarkshire. 2.7.3 As communities continue to experience social and economic challenges, the role of locally based voluntary organisations remains increasingly important. The Community Grants Scheme provides practical support that enables these organisations to continue delivering valued services, strengthening communities and improving opportunities for residents. Review of the Community Grants Scheme 2.8 The Community Grants Scheme has supported voluntary and community organisations across North Lanarkshire for many years and continues to provide an accessible source of funding for locally based organisations delivering activities that benefit their communities. Throughout this period, the scheme has evolved in response to legislative change, organisational learning and the changing needs of communities. 2.8.1 At its meeting on the 27 April 2026 the Communities Committee approved a motion requesting that officers undertake a review of the Community Grants Page 155 of 348
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Scheme, with particular regard to ensuring that the programme continues to support grassroots voluntary and community organisations. 2.8.2 The review provides an opportunity to consider how the scheme continues to meet its intended objectives and whether there are opportunities to further strengthen the programme whilst retaining the accessibility, flexibility and local focus that have been central to its success. 2.8.3 The review will be informed by a range of evidence, including analysis of funding trends, operational experience, applicant feedback and engagement with elected members. Consideration will also be given to wider developments in community funding, community empowerment and emerging priorities within North Lanarkshire. 2.8.4 Subject to committee direction, the review will consider matters including: 1. the continuing purpose and objectives of the scheme; 2. eligibility criteria and funding priorities; 3. accessibility of the application process; 4. assessment arrangements and decision-making processes; 5. monitoring and evaluation requirements; 6. distribution of funding across localities and communities; 7. opportunities to strengthen support for locally based voluntary and community 8. organisations; and 9. any other matters identified through engagement with members and stakeholders. 2.8.5 The review is intended to support the continued development of the Community Grants Scheme and ensure that it remains proportionate, transparent and responsive to community need. Any recommendations arising from the review will be presented to Communities Committee for consideration before any changes are introduced. 2.8.6 Pending completion of the review, the scheme will continue to operate under existing arrangements, ensuring that voluntary and community organisations continue to have access to grant funding throughout the review period. Looking Ahead 2.9 The Community Grants Scheme continues to provide an important mechanism for supporting community-led activity throughout North Lanarkshire. As communities continue to evolve and respond to changing social and economic circumstances, it is important that the scheme remains capable of supporting locally identified priorities whilst maintaining a simple and accessible application process. 2.9.1 Alongside the planned review, officers will continue to monitor the operation of the programme, analyse funding trends and identify opportunities to further strengthen how the impact of Community Grants is measured and reported. The enhanced statistical analysis contained within this report represents an initial step in providing members with a broader understanding of the Page 156 of 348
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contribution that Community Grants make to communities across North Lanarkshire. 2.9.2 Future reporting will continue to build upon this approach through the development of improved outcome reporting, greater analysis of funding themes and, where appropriate, the inclusion of case studies that demonstrate the practical difference Community Grants make to organisations and communities across North Lanarkshire. 2.9.3 The Council remains committed to working collaboratively with the voluntary and community sector and recognising the important contribution that locally based organisations make to improving the wellbeing of communities throughout North Lanarkshire. Overall Assessment 2.10 The Community Grants Scheme continues to represent an important investment in North Lanarkshire’s voluntary and community sector. Through relatively modest financial awards, the scheme enables locally based organisations to deliver activities that improve health and wellbeing, reduce social isolation, encourage volunteering and strengthen community participation. 2.10.1 Analysis of awards made during 2025/26 demonstrates the breadth of activity supported through the programme and highlights the significant contribution that voluntary organisations continue to make within their communities. Funding has supported projects across all locality areas and has enabled organisations to respond directly to local needs through community-led activity. 2.10.2 The enhanced analysis contained within this report provides greater insight into the operation of the scheme and demonstrates that Community Grants continue to contribute positively towards wider community planning ambitions by supporting resilient communities, active citizenship and locally delivered solutions to community challenges. 2.10.3 The planned review of the Community Grants Scheme provides a timely opportunity to ensure that the programme continues to reflect community need and remains focused on supporting locally based voluntary and community organisations. Through engagement with elected members and stakeholders, the review will help inform the future development of the scheme whilst maintaining the accessibility and flexibility that continue to be valued by community organisations. 2.10.4 Overall, the evidence presented within this report demonstrates that the Community Grants Scheme remains an effective and valued programme that continues to support community-led action and strengthen communities across North Lanarkshire. 2.10.5 Strong communities are built by local people who give their time, skills and energy to improve the places in which they live. The Community Grants Scheme exists to support that endeavour by providing practical investment that enables community and voluntary organisations to turn local ideas into Page 157 of 348
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local action. Through continued partnership with the voluntary sector, the Council remains committed to supporting communities to thrive, build resilience and play an active role in shaping the future of North Lanarkshire 3. Measures of success 3.1 The 2025/26 Annual Report represents a significant step forward in the ongoing development of the Community Grants Programme. Building on previous reporting arrangements, this year’s report has been redesigned to provide a more comprehensive and evidence-led account of the programme, placing greater emphasis on the difference that grant investment makes within communities rather than simply reporting financial activity. 3.2 The inclusion of enhanced statistical analysis, thematic reporting and commentary enables stronger links to be demonstrated between funded activity, local priorities and wider strategic outcomes. By presenting grant information in a more accessible and analytical format, the report provides greater transparency for elected members, partners and communities, whilst strengthening the evidence base available to inform future funding decisions and programme development. 3.3 Success will also be measured by the extent to which the report supports continuous improvement across the programme. The introduction of thematic analysis and locality-based information provides a stronger understanding of community need, emerging trends and investment patterns, allowing future funding rounds to be informed by robust evidence whilst continuing to respond to local priorities and changing community circumstances. 3.4 This year’s report also establishes the foundations for further enhancement in future years. Subject to available resources, future reports will seek to incorporate qualitative case studies alongside the statistical analysis, enabling funded organisations to demonstrate the real-life impact of their projects through the voices and experiences of local people. Emphasis will be placed on supporting smaller grassroots organisations to capture and communicate their contribution, ensuring that the full value of community-led activity is reflected alongside quantitative performance information. 3.5 Success is measured not only by the efficient administration of grant funding, but by the quality of evidence available to demonstrate community impact, inform strategic decision-making and strengthen public confidence in the Community Grants Programme. 4. Supporting documentation 4.1 Appendix 1 Methodology 4.2 Appendix 2 Interpreting the Analysis 4.3 Appendix 3 Annual Award Schedule 4.4 Appendix 4 Statistical Analysis 4.5 Appendix 5 Locality Fact Files Page 158 of 348
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Gillian Whitehead Chief Officer (Housing and Communities) Page 159 of 348
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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 provides an overview of Community Grants Programme expenditure during the 2025/26 financial year, including analysis of awards made and allocation of the approved programme budget. The report does not seek approval for additional expenditure or create new financial commitments. Financial information has been prepared using approved grant management and financial records. The awards detailed in the appendix 3 total £84,436.99 and were paid from the 2025/26 budget of £100,177 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 ☒ Page 160 of 348
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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 Annual Report forms part of the Council’s wider communication and accountability arrangements, providing elected members, partner organisations and communities with an accessible overview of Community Grants investment and programme performance. The enhanced presentation of statistical information and commentary supports greater transparency and public understanding of the programme. 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 ☒ Page 161 of 348
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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 Community Grants Programme supports a wide range of projects benefiting children, young people and families through activities that promote health, wellbeing, participation, learning, inclusion and community engagement. Many funded organisations deliver services which contribute positively to outcomes for children and young people and align with the principles of the United Nations Convention on the Rights of the Child. As this report is retrospective and provides an overview of programme delivery, a separate Children’s Rights and Wellbeing Impact Assessment has not been required. If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☒ Page 162 of 348
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Appendix 1 Methodology Introduction The statistical analysis contained within this report has been developed to provide Members with a clearer understanding of how Community Grant funding has been distributed across North Lanarkshire and how funded projects contribute to wider community priorities. The analysis is intended to complement the financial information presented elsewhere within the report by identifying trends, themes and strategic outcomes arising from the programme. Data Source The analysis is based on all Community Grant awards approved during the 2025/26 reporting period. The primary dataset comprised 214 individual grant application, with each of 176 awards issued, representing a single successful application. Financial totals presented within the report are based on the final approved award values. Thematic Classification Each successful application was reviewed individually to identify its primary purpose. To enable meaningful analysis, similar activities were grouped into a series of broad strategic themes. Examples include: • Community Events and Festivals • Health and Wellbeing • Children and Young People • Older People • Sport and Physical Activity • Arts, Culture and Heritage • Community Capacity and Organisational Development • Community Facilities and Equipment • Environmental Improvement and Greenspace The thematic categories have been developed specifically for reporting purposes and are intended to provide a high-level overview of investment across the programme. They do not alter the original purpose of individual grant awards. Statistical Methodology Summary statistics have been calculated using the final verified dataset of successful applications. Analysis includes: • Number of successful applications • Total funding requested • Total funding awarded Page 163 of 348
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• Average grant award • Distribution of awards across Community Board areas • Distribution of investment across thematic categories • Analysis of funding by locality • Identification of emerging trends and patterns Where percentages are presented, these are based upon the total number of successful awards or total funding awarded, as appropriate. Minor differences may occur due to rounding. Locality Analysis Applications have been allocated to nine Community Board areas based upon the primary geographical area served by the funded activity. Where projects deliver benefits across more than one locality they are assigned within the multi-wards list. Strategic Outcome Mapping Each funded project has also been reviewed against the priorities contained within the Council’s strategic planning framework, including the Local Outcomes Improvement Plan (LOIP). This mapping provides an indication of the principal strategic outcomes supported through the programme and demonstrates how relatively small grant awards collectively contribute towards wider Council and Community Planning Partnership priorities. Assumptions The analysis is based upon several reasonable assumptions designed to ensure consistency across the reporting process. These include: • each successful application is counted once only; • each application is assigned a single primary thematic category, recognising that many projects deliver multiple outcomes; • locality is determined by the principal area of delivery or applicant location; • financial analysis is based upon approved grant awards rather than requested amounts unless otherwise stated; • themes and strategic outcomes have been assigned using officer judgement based upon the information contained within each application. Multiple Community Outcomes Many funded projects contribute to more than one strategic priority. For example, a community gala day may simultaneously: • strengthen community cohesion; • reduce social isolation; • encourage volunteering; • improve health and wellbeing through physical activity; • promote local culture and heritage. Page 164 of 348
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Similarly, a youth sports project may contribute to: • improved physical health; • positive destinations for young people; • community safety; • family participation; • volunteer development. For reporting purposes, each application has therefore been allocated a single primary theme to enable consistent statistical analysis. However, this should not be interpreted as representing the full range of outcomes generated by each project. Collectively, the Community Grants Programme delivers a significantly broader range of community benefits than can be fully represented through any single statistical category. Future Development This represents the first year in which enhanced thematic and locality analysis has been incorporated into the Community Grants Annual Report. As the reporting framework continues to develop, future reports will seek to include additional longitudinal analysis, trend information and impact measures to provide an increasingly comprehensive picture of how Community Grant investment contributes to stronger, more resilient and empowered communities across North Lanarkshire. Page 165 of 348
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Appendix 2 Interpreting the Analysis The enhanced statistical analysis presented within this report is intended to provide a strategic overview of how Community Grant funding has been distributed and the broad range of community outcomes it supports. The analysis should therefore be interpreted as an evidence-based assessment of programme activity rather than a definitive measure of the value or impact of individual projects. The thematic categories used throughout the report have been developed to assist interpretation and comparison. Whilst each successful application has been assigned a single primary theme for reporting purposes, many projects contribute to multiple strategic priorities simultaneously. Consequently, the thematic analysis should be viewed as an indication of the principal purpose of investment rather than a comprehensive description of every outcome achieved. Similarly, comparisons between Community Board areas should be interpreted carefully. Variations in application numbers or funding allocations do not necessarily indicate differing levels of community need, organisational capacity or programme effectiveness. Demand for funding is influenced by a range of local factors, including population size, the number and diversity of active community organisations, volunteer capacity, the availability of alternative funding sources and the types of activities being delivered within individual communities. The value of individual grant awards should also be considered within the context of the programme’s objectives. Smaller awards can often generate significant community benefit by enabling volunteer-led organisations to continue operating, supporting activities that reduce social isolation, providing opportunities for children and young people, or sustaining valued community assets. Equally, larger awards may support projects with wider reach or more complex delivery requirements. Financial value alone should not therefore be regarded as a direct indicator of community impact. The report should also be recognised as a snapshot of activity during the 2025/26 reporting period. Community priorities continue to evolve in response to changing social, economic and demographic circumstances. As additional years of comparable data become available, future reports will increasingly focus on identifying longer-term trends, emerging priorities and changes in patterns of community investment across North Lanarkshire. Taken together, the statistical analysis, thematic commentary and locality profiles provide a richer understanding of how Community Grant investment supports community empowerment, strengthens local organisations and contributes towards the delivery of wider Council and Community Planning Partnership priorities. The analysis is intended to support informed decision-making, continuous improvement and evidence-based development of the Community Grants Programme in future years. Page 166 of 348
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Appendix 3 Community Grants (2025/2026) – Annual Award Schedule Airdrie Area: Name of Organisation Total Requested Total Awarded 1. 5th Airdrie Girls Brigade £961 £350.00 2. 5th Airdrie Guides £1,000 £160.00 3. 8th Airdrie Boys Brigade £400 £350.00 4. 8th Airdrie Chapelhall Scout Group £995 £350.00 5. Airdrie Central Bowling Club £600 £480.00 6. Airdrie Community School Uniform Bank £1,000 £110.00 7. All Saints Primary School Parent Council £896 £500.00 8. CABIA £1,000 £1,000.00 9. Cairnlea Parish Church Senior Citizens Club £1,000 £442.91 10. Calderbank Church of Scotland Guild £600 £250.00 11. Calderbank Primary School Parent Council £1,000 £635.00 12. Calderbank Tiny Tots £1,000 £626.00 13. Caldercruix Community Council £500 £500.00 14. Caldercruix Ladies Educational Group £500 £450.00 15. Clarkston Parish Church £1,000 £1,000.00 16. Coatdyke Congregational Church £1,000 £110.00 17. Craigneuk & Old Petersburn Road Tenants and Residents Association £1,000 £840.00 18. Hilltop Primary School Parent Council £300 £300.00 19. Jackson Church Summer Club £800 £475.00 20. Jackson Youth Group £500 £290.00 21. Plains Senior Citizens £1,000 £800.00 22. Rochsolloch Primary School & Nursery Parent Council £1,000 £350.00 23. Scoil Rinse Higgins £650 £150.00 24. Springwell Discovery Group £500 £50.00 25. St Davids Primary Parent Council £845 £603.00 26. St Edwards Primary School Parent Council £725 £562.08 Totals £20,772 £11,733.99 Average Request Value £799.00 Average Award Value £451.31 Page 167 of 348
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Bellshill Area Name of Organisation Total Requested Total Awarded 1. 1st A Tannochside Guides £200 £200.00 2. Viewpark Family Centre £980 £900.00 3. Bellshill & District CAB £1,000 £400.00 4. Spindlehowe Residents Association £1,000 £1,000.00 5. Bellshill South Senior Citizens Club £500 £500.00 6. Viewpark Gardens Trust £992 £850.00 7. Holytown Environmental Group £895 £350.00 8. Braehead Park T & R Association £1,000 £725.00 9. Bellshill & Mossend Chess Club £1,000 £800.00 10. Bellshill Amateurs Football Club £1,000 £325.00 11. VIP £1,000 £500.00 12. Little Blue Suicide Prevention Lanarkshire £1,000 £150.00 13. 1st Bellshill Girls Brigade £1,000 £700.00 14. St Gerards Youth Club £600 £600.00 15. Hattonrigg Senior Citizens Club £800 £600.00 16. Viewpark Conservation Group £1,000 £250.00 17. The Autism Football Association £800 £297.00 18. Bellshill & Mossend YMCA £996.73 £451.00 19. Lochview Residents Association £1,000 £300.00 20. Bellshill Sharks Amateur Swimming Club £1,000 £350.00 Totals £17,764.00 £10,248.00 Average Request Value £888.00 Average Award Value £512.40 Coatbridge Area Name of Organisation Total Requested Total Awarded 1. Whifflet Community Centre Senior Citizens 200.00 200.00 2. 1st Coatbridge Girls Brigade 1,000.00 762.00 3. Afton Gardens Retirement Housing & Friends, Tenants & Residents Association 1,000.00 650.00 4. Albion Rovers Community Trust 650.00 500.00 5. Bannan Fitness Club 1,000.00 325.00 6. Bargeddie Pensioners Wednesday Club 540.00 175.00 7. Cancer Card 1,000.00 200.00 Page 168 of 348
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8. Coatbridge Community Club Football Club 900.00 200.00 9. Coatbridge Federation of Tenants & Residents Association 1,000.00 750.00 10. Coatbridge Social Circle Flying Club 400.00 400.00 11. Drumpellier Cricket Club 1,000.00 1,000.00 12. Dundyvan Gardens Tenants & Residents Association 1,000.00 900.00 13. James Dempsey Garden Retirement Housing Tenants & Residents Association 500.00 500.00 14. Kirkshaws Neighbourhood Centre 1,000.00 950.00 15. Kirkwood Tenants and Residents Association 600.00 475.00 16. Langloan Residents and Tenants Group 500.00 475.00 17. Milan Boys Club 2009 933.00 200.00 18. Parent Action for Safe Play 880.00 100.00 19. St Bartholomew’s Line Dancing Club 700.00 150.00 20. St Bernards Parent Council 350.00 251.00 21. St Kevins Parent Council 1,000.00 675.00 22. Westend Bowling Club 350.00 350.00 23. Whifflet Tenants & Residents Association 700.00 450.00 Totals £17,2023.00 £10,638.00 Average Request Value £747.96 Average Award Value £462.52 Cumbernauld Area Name of Organisation Total Requested Total Awarded 1. Abronhill Church Guild of Friendship £500.00 £370.00 2. Abronhill Regeneration Forum £1,000.00 £501.00 3. Balloch Eastfield FC £1,000.00 £1,000.00 4. Cumbernauld & District Burns Club £1,000.00 £625.00 5. Cumbernauld & Kilsyth CAB £800.00 £650.00 6. Cumbernauld & Kilsyth Care £800.00 £740.00 7. Cumbernauld Academy Parent Council £1,000.00 £531.00 8. Cumbernauld Action for Care of the Elderly £1,000.00 £800.00 9. Cumbernauld Free Church of Scotland £1,000.00 £275.00 10. Cumbernauld Historical Society £425.00 £425.00 11. Cumbernauld Resilience £1,000.00 £1,000.00 12. Cumbernauld Swimming Club £1,000.00 £652.00 13. Dance Vibez £1,000.00 £275.00 14. Designs on Yourself £1,000.00 £325.00 15. Greenfaulds Divers £1,000.00 £350.00 16. Kildrum Community Council £575.00 £250.00 Page 169 of 348
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17. NL Chiefs Basketball Club £1,000.00 £250.00 18. NL Ethnic Minority Association £1,000.00 £290.00 19. Pet Pantry £787.00 £455.00 20. Raw Taekwondo £1,000.00 £175.00 21. Reeltime Music £900.00 £40.00 22. Sacred Heart Youth Zone £316.00 £280.00 23. Scottish Women’s Institute Cumbernauld Southern District £500.00 £356.00 24. St Andrews Primary School PC £500.00 £475.00 25. St Lucys Youth Zone £1,000.00 £220.00 26. St Margaret of Scotland Primary PC £592.00 £375.00 27. The Cumbernauld Choir £1,000.00 £421.00 28. The Holding Space £1,000.00 £200.00 Totals £23,695.00 £12,306.00 Average Request Value £846.25 Average Award Value £439.50 Kilsyth and villages Name of Organisation Total Requested Total Awarded 1. Banton & Kelvinhead Bowling Club £1,000.00 £600.00 2. 2nd Kilsyth Girls Brigade £187.00 £150.00 3. Banton & Kelvinhead Community Hall £1,000.00 £250.00 4. Condorrat Primary School Parent Council £1,000.00 £455.00 5. Croy Silver Band £1,000.00 £495.00 6. Kilsyth Civic Week £1,000.00 £450.00 7. Kilsyth Heritage Group £560.00 £300.00 8. Kilsyth Thistle Pipe Band £1,000.00 £887.00 Totals £6747.00 £3,587.00 Average Request Value £843.38 Average Award Value £448.38 Motherwell Area Name of Organisation Total Requested Total Awarded 1. 6th Motherwell Scout Group £1,000 £1,000.00 2. Craigneuk Lifelong Learning Association £600 £600.00 3. Kerr Grieve Court Tenants and Residents Association £1,000 £525.00 4. Muirhouse & Flemington Community Group £1,000 £400.00 5. Newarthill & Carfin Gala Day £1,000 £950.00 6. North Motherwell Senior Citizens Club £1,000 £1,000.00 7. Reach Out £500 £500.00 Page 170 of 348
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8. St Mary’s Parish Church Guild £1,000 £800.00 9. St Patricks Ladies Thursday Club £1,000 £525.00 10. The Friendship Club for Over 50’s £700 £580.00 11. Wrangholm Hall Bowling Club £1,000 £225.00 Totals £9,800.00 £7,105.00 Average Request Value £891.00 Average Award Value £645.98 Northern Corridor Name of Organisation Total Requested Total Awarded 1. Auchengeich Gardens & Huntley Path Tenants and Residents Association £773.00 £773.00 2. Auchengeich Ladies Line Dancing Class £1,000.00 £800.00 3. Auchinloch Community Park Project £1,000.00 £500.00 4. Cardowan Community Meadow £1,000.00 £400.00 5. Chryston Community Council £900.00 £579.00 6. Friends of Gartcosh £970.00 £350.00 7. Friends of Les Marches Twinning Association £1,000.00 £1,000.00 8. Gartcosh Primary School Parent Council £1,000.00 £201.00 9. Glenboig United FC £1,000.00 £201.00 10. Muirhead & District Seniors Forum £1,000.00 £250.00 11. NC Community Volunteers £1,000.00 £579.00 12. Stepps & District Community Council £293.00 £293.00 13. The Village Autumn Group £1,000.00 £450.00 Totals £11,936.00 £6,376.00 Average Request Value £918.16 Average Award Value £490.46 Shotts and district Name of Organisation Total Requested Total Awarded 1. St Patrick’s Women’s Guild £1,000 £405.00 2. 1st Shotts Company, The Girls Brigade £1,000 £655.00 3. Allanton & Hartwood Senior Citizens £1,000 £205.00 4. Masonic Lodge St James Harthill No 590 £500 £145.00 5. Mornay Way and Nithsdale Tenants & Residents Association £1,000 £724.50 6. Salsburgh Chess Club £1,000 £525.00 7. Shotts Bon Accord Family Football Academy £851 £455.00 8. Shotts St Patricks Amateur Opera Group £1,000 £550.00 9. Shotts St Patricks Brass Band £1,000 £200.00 10. Spotlight Shotts £1,000 £350.00 11. St Patricks Nursery Parents Association £1,000 £763.50 Page 171 of 348
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12. St Patricks Primary Parents Association £1,000 £225.00 Totals £11,351.00 £5,203.00 Average Request Value £946.00 Average Award Value £433.58 Wishaw Area Name of Organisation Total Requested Total Awarded 1. Newmains & District Gala Day £1,000.00 £850.00 2. CADALBA £955.20 £299.00 3. Cambusnethan Miners Boxing Club £300.00 £300.00 4. Coltness Senior Citizens Tuesday Club £340.00 £340.00 5. New Coltness Senior Citizens Friday Club £380.00 £380.00 6. Orchard Primary & Nursery Parent Council £1,000.00 £805.00 Totals £3,975.00 £2,974.00 Average Request Value £622.53 Average Award Value £495.67 Multi-area Name of Organisation Total Requested Total Awarded 1. Pathway Church £1,000.00 £150.00 2. 9th Airdrie Scout Group £800.00 £350.00 3. ADHD Network Scotland £1,000.00 £350.00 4. African Collaboration Group £1,000.00 £600.00 5. Airdre & Coatbridge Photographic Club £1,000.00 £180.00 6. Airdrie Arts Guild Drama Group £1,000.00 £682.00 7. Bellshill St Andrews United Free Church of Scotland £1,000.00 £1,000.00 8. Brothers Activeworks Club £1,000.00 £697.00 9. Coatdyke Congregational Church Women’s Group £1,000.00 £1,000.00 10. Craigneuk Progress FC £1,000.00 £475.00 11. Dalziel St Andrews Parish Church Guild £600.00 £600.00 12. Friends of St Barts Golf Society £1,000.00 £50.00 13. Kinship Connect Lanarkshire £300.00 £150.00 14. Lanarkshire Athletic £1,000.00 £50.00 15. Moodiesburn & District Retired Miners Branch £930.00 £1,000.00 16. Motherwell Photographic Society £1,000.00 £50.00 17. Motherwell Villa AFC £610.00 £610.00 18. Pathfinder Guide Dog Programme £767.01 £170.00 19. People at Leisure (PALS) £1,000.00 £250.00 Page 172 of 348
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20. Scottish Ethnic Minority Sports Association (SEMSA) £1,000.00 £275.00 21. Society of St Vincent De Paul £1,000.00 £480.00 22. Summer Brass Christian Fellowship Band £1,000.00 £380.00 23. The Caritas Cup £950.00 £950.00 24. The Well Foundation £1,000.00 £1,000.00 25. Veterans Community Lanarkshire £1,000.00 £800.00 26. Voice of Experience Forum £1,000.00 £600.00 27. Whifflet 60+ Activity £800.00 £300.00 28. Wishaw United Free Church of Scotland £1,000.00 £150.00 29. Women’s Activeworks Society £1,000.00 £917.00 Totals £26,757.01 £14,266.00 Average Request Value £922.66 Average Award Value £491.93 Total Number of Application 214 Total Number of Awards Made 176 Number of Unsuccessful Applications 38 Total Value of Awards issued £84,436.99 Average Award Made £479.76 Page 173 of 348
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Appendix 4 Statistical Analysis Part A) Community Grants Summary Headline Figures Total Number of Application 214 Total Number of Awards Made 176 Number of Unsuccessful Applications 38 Total Value of Awards issued £84,436.99 Average Award Made £479.76 Locality Distribution Page 174 of 348
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Part B) Community Grants Summary 7. What Funding Is Used For • Transport and outings (bus hire, trips, excursions) • Christmas events (meals, parties, discos, lunches) • Youth activities (clubs, sports, scouts, drama, schools) • Community events (fayres, fun days, festivals) • Equipment and running costs • Venue hire, catering, entertainment, training 2. Key Activity Volumes • Christmas events: 42 applications • Youth-focused activities: 32 applications • Outings/trips: 27 applications • Summer events: 18 applications 3. Demand Highest levels of demand Multi-area / North Lanarkshire-wide (29 awards) This category recorded the highest number of successful awards. This is unsurprising as it captures organisations delivering services across multiple Community Board areas or operating on a North Lanarkshire-wide basis. These organisations often support specialist services or beneficiaries that are not confined to a single locality, such as county-wide charities, sporting organisations, faith groups and community networks. Page 175 of 348
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Cumbernauld (28 awards) Cumbernauld recorded the highest number of successful awards within an individual Community Board area. The breadth of organisations supported suggests a mature and diverse voluntary sector, with applications received from community groups, parent councils, sports organisations, cultural groups, faith organisations and charities. The variety of funded projects indicates strong community capacity and a wide range of locally led activity Airdrie (26 awards) Airdrie also demonstrated consistently high demand. Applications were received from a diverse mix of youth organisations, churches, schools, community associations and older people’s groups, illustrating a well-established voluntary sector and strong participation in the grants programme. Mid-range demand Bellshill (20 awards) and Coatbridge (23 awards) continue to demonstrate healthy levels of participation. Both areas show a balanced mix of community organisations and established local groups, with funding supporting neighbourhood activities, community development and sports. Lower numbers of awards The remaining areas should not necessarily be interpreted as underperforming. ➢ Northern Corridor (13), ➢ Shotts (12) ➢ Motherwell (11) ➢ Kilsyth (8) ➢ Wishaw (6) All have fewer successful awards, but several factors are likely to influence this. These include differing population sizes; the number of active constituted community organisations; availability of alternative funding opportunities; organisational capacity to prepare applications; the scale and maturity of the local voluntary sector. Consequently, lower application numbers do not automatically indicate lower levels of community activity or need. Wishaw (6 awards) Wishaw recorded the smallest number of successful applications during the reporting period. However, the successful organisations represent a cross-section of community activity, including gala day events, parent councils, sports organisations and older people’s groups. Page 176 of 348
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This may indicate an opportunity to undertake additional promotional activity and community engagement to encourage greater participation in future funding rounds, particularly among smaller grassroots organisations. 4. Key Themes Identified • Strong focus on social inclusion and reducing isolation • Seasonal activity (Christmas and Summer) dominates • High investment in youth sport and development • Support for older people groups and outings • Community wellbeing and mental health emerging theme 8. Notable Patterns • Many applications are partially funded • Repeat/annual events common (Christmas + outings) • Transport costs are one of the most frequent requests 9. Thematic Review Alongside geographical analysis by Community Board area, funded applications have also been reviewed against a series of thematic classifications. This provides an overview of the principal types of activity supported through the Community Grants Programme and demonstrates the breadth of community benefit delivered across North Lanarkshire. Many funded organisations contribute to more than one theme. For reporting purposes, each award has been assigned a primary thematic classification, recognising that individual projects often deliver multiple outcomes. Collectively, these themes illustrate how relatively modest grant awards support a wide range of local priorities, strengthen community resilience and contribute towards the Council’s strategic ambitions for empowered, inclusive and sustainable communities. The thematic analysis should therefore be viewed as complementary to the statistical information presented elsewhere within this report. Whilst geographical analysis demonstrates where investment has been made, thematic analysis illustrates how that investment supports people, organisations and communities. Community Events and Festivals Community events and festivals continue to play an important role in strengthening community identity, encouraging participation and creating opportunities for residents to come together. Funding awarded through the programme has supported a variety of locally organised events, celebrations and community activities which promote inclusion, reduce social isolation and encourage volunteering. These activities frequently act as catalysts for wider community engagement, providing opportunities for local organisations to build relationships with residents, attract new volunteers and strengthen partnership working. Beyond the immediate event itself, they help foster civic pride, strengthen neighbourhood connections and promote positive perceptions of local communities. Page 177 of 348
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Health and Wellbeing A significant proportion of funded activity contributes directly or indirectly towards improving health and wellbeing within local communities. Projects support physical activity, mental wellbeing, social connection, peer support and opportunities for individuals to participate in positive community activities. Many organisations work with individuals experiencing social isolation, financial hardship, poor mental health or other barriers to participation. By providing accessible community- based support and opportunities for engagement, funded projects contribute towards preventative approaches that help improve wellbeing before more intensive interventions become necessary. This reflects the important role that community and voluntary organisations play in complementing public services and supporting healthier, more resilient communities. Children and Young People Supporting children and young people remains a key theme across the Community Grants Programme. Funded projects provide opportunities for learning, personal development, recreation, creativity and community participation whilst helping to reduce barriers to involvement. Many organisations provide safe, inclusive environments where children and young people can develop confidence, build friendships, learn new skills and participate in positive activities within their local communities. These projects also provide valuable opportunities for volunteering, leadership development and intergenerational working. Investment in young people represents an important preventative approach which contributes towards stronger communities both now and in the future. Older People Many funded organisations provide activities specifically designed to improve the quality of life of older residents by reducing loneliness, promoting social interaction and encouraging active participation within community life. Projects include social groups, recreational activities, community events and opportunities for lifelong learning and volunteering. These activities help maintain independence, improve wellbeing and strengthen community networks whilst recognising the valuable contribution older people continue to make within local communities. As North Lanarkshire’s population continues to age, supporting opportunities for older people to remain connected and active within their communities remains increasingly important. Sport and Physical Activity Funding has enabled a range of community organisations and clubs to increase opportunities for participation in sport and physical activity. Supported projects encourage healthier lifestyles whilst promoting teamwork, inclusion, confidence and community participation. Investment has also helped organisations improve access to equipment, facilities and coaching opportunities, enabling more residents to participate regardless of age, background Page 178 of 348
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or ability. The wider benefits extend beyond physical health, contributing towards improved mental wellbeing, stronger community networks and increased volunteering. Arts, Culture and Heritage Arts, culture and heritage projects contribute significantly towards community identity, creativity and participation. Funded activities support local arts initiatives, music, creative learning, heritage projects and opportunities to celebrate the unique history and culture of North Lanarkshire’s communities. These activities strengthen local identity, encourage community participation and help preserve cultural heritage whilst providing opportunities for residents of all ages to engage in creative experiences that improve confidence and wellbeing. Community Capacity and Organisational Development One of the most significant areas of investment continues to be strengthening the capacity and resilience of local community organisations. Funding enables organisations to improve governance arrangements, recruit and retain volunteers, strengthen organisational infrastructure and enhance their ability to deliver sustainable community services. This reflects the wider transformation of the Community Grants Programme, recognising that investing in organisational resilience ultimately increases the long-term capacity of the voluntary and community sector to respond to local needs. Strong, well-governed organisations are better placed to attract additional funding, develop partnerships and continue delivering positive outcomes beyond the life of individual grant awards. Community Facilities and Equipment Funding has supported organisations to improve the facilities, equipment and infrastructure required to deliver high-quality community services. Investment in buildings, accessible equipment and essential resources enables organisations to expand activities, improve accessibility and enhance the experience of service users. Although often less visible than project-based activity, investment in community infrastructure provides long-term benefits by strengthening the capacity of organisations to deliver services safely, effectively and sustainably for many years. Environmental Improvement and Greenspace Environmental projects demonstrate the important contribution that local organisations make towards improving neighbourhoods, protecting greenspaces and encouraging community participation in environmental action. Funded activities include community gardening, environmental improvements, biodiversity initiatives and projects which encourage residents to take pride in their local environment. These initiatives contribute towards cleaner, greener and more attractive communities whilst creating opportunities for volunteering, education and community ownership of local spaces. Overall Commentary The thematic analysis demonstrates that the Community Grants Programme supports a broad and balanced portfolio of community activity extending well beyond the provision of individual grants. Collectively, funded organisations contribute towards healthier Page 179 of 348
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communities, stronger voluntary organisations, improved community facilities, increased participation, enhanced local environments and greater opportunities for residents of all ages. Taken alongside the geographical profiles and statistical analysis presented elsewhere within this report, the thematic overview demonstrates that the Community Grants Programme is not simply funding individual activities. It is supporting a diverse and resilient community sector that delivers meaningful social, environmental and economic benefits whilst contributing to the Council’s wider strategic priorities and long-term aspirations for empowered communities. Page 180 of 348
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COMPARISON WITH OVERALL PROGRAMME Airdrie Community Grants Locality Profile 2025/26 Airdrie awards show strong demand from schools, youth organisations, uniformed groups, older people groups and local community organisations. The profile indicates a broad base of grassroots activity, with investment supporting family events, youth activity, community connection and practical running costs. Source: confirmed Community Grants 2025/26 Annual Award Schedule. Profiles report confirmed successful awards only; unsuccessful applications are excluded from locality award totals. 1 AT A GLANCE 26 £20,772.00 £11,733.99 £451.31 14.8% 13.9% CONFIRMED FINANCIAL POSITION £11,733.99 Total awarded Applications / awards 26 Value requested £20,772.00 Value awarded £11,733.99 Awarded as proportion of requested value Average request £799.00 Average award £451.31 PREDOMINANT THEMES Children, young people and families Community events and local celebrations Older people and social connection Community capacity and running costs Sport, activity and group equipment EXAMPLES OF PROJECTS FUNDED WHAT THE DATA TELLS US KEY MESSAGES CONTRIBUTION TO LOIP PRIORITIES Indicator Airdrie Programme Successful awards 26 176 Total awarded £11,733.99 £84,436.99 Average award £451.31 £479.76 Share of all awards 14.8% 100% Share of all funding 13.9% 100% Appendix 5 Page 181 of 348
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COMPARISON WITH OVERALL PROGRAMME Bellshill Community Grants Locality Profile 2025/26 Bellshill awards reflect strong support for community organisations, residents groups, sports clubs, youth groups and wellbeing activity. The schedule shows investment across both established local organisations and smaller groups delivering neighbourhood activities. Source: confirmed Community Grants 2025/26 Annual Award Schedule. Profiles report confirmed successful awards only; unsuccessful applications are excluded from locality award totals. 2 AT A GLANCE 20 £17,764.00 £10,248.00 £512.40 11.4% 12.1% CONFIRMED FINANCIAL POSITION £10,248.00 Total awarded Applications / awards 20 Value requested £17,764.00 Value awarded £10,248.00 Awarded as proportion of requested value Average request £888.00 Average award £512.40 PREDOMINANT THEMES Community events and neighbourhood activity Community capacity and equipment Children, young people and families Sport and physical activity Health, wellbeing and inclusion EXAMPLES OF PROJECTS FUNDED WHAT THE DATA TELLS US KEY MESSAGES CONTRIBUTION TO LOIP PRIORITIES Indicator Bellshill Programme Successful awards 20 176 Total awarded £10,248.00 £84,436.99 Average award £512.40 £479.76 Share of all awards 11.4% 100% Share of all funding 12.1% 100% Page 182 of 348
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COMPARISON WITH OVERALL PROGRAMME Coatbridge Community Grants Locality Profile 2025/26 Coatbridge awards show significant support for established community organisations, tenants and residents groups, parent councils, older people groups and local sports activity. The pattern of awards highlights neighbourhood-scale activity and support for community participation. Source: confirmed Community Grants 2025/26 Annual Award Schedule. Profiles report confirmed successful awards only; unsuccessful applications are excluded from locality award totals. 3 AT A GLANCE 23 £17,203.00 £10,638.00 £462.52 13.1% 12.6% CONFIRMED FINANCIAL POSITION £10,638.00 Total awarded Applications / awards 23 Value requested £17,203.00 Value awarded £10,638.00 Awarded as proportion of requested value Average request £747.96 Average award £462.52 PREDOMINANT THEMES Community events and social connection Tenants and residents activity Children, young people and families Sport and physical activity Community facilities, equipment and running costs EXAMPLES OF PROJECTS FUNDED WHAT THE DATA TELLS US KEY MESSAGES CONTRIBUTION TO LOIP PRIORITIES Indicator Coatbridge Programme Successful awards 23 176 Total awarded £10,638.00 £84,436.99 Average award £462.52 £479.76 Share of all awards 13.1% 100% Share of all funding 12.6% 100% Page 183 of 348
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COMPARISON WITH OVERALL PROGRAMME Cumbernauld Community Grants Locality Profile 2025/26 Cumbernauld has the highest number of locality-specific awards in the schedule. Awards cover youth activity, community resilience, older people, culture, sport, advice services, community capacity and local wellbeing activity. Source: confirmed Community Grants 2025/26 Annual Award Schedule. Profiles report confirmed successful awards only; unsuccessful applications are excluded from locality award totals. 4 AT A GLANCE 28 £23,695.00 £12,306.00 £439.50 15.9% 14.6% CONFIRMED FINANCIAL POSITION £12,306.00 Total awarded Applications / awards 28 Value requested £23,695.00 Value awarded £12,306.00 Awarded as proportion of requested value Average request £846.25 Average award £439.50 PREDOMINANT THEMES Children, young people and families Community capacity and resilience Advice, support and wellbeing Sport and physical activity Culture, heritage and community activity EXAMPLES OF PROJECTS FUNDED WHAT THE DATA TELLS US KEY MESSAGES CONTRIBUTION TO LOIP PRIORITIES Indicator Cumbernauld Programme Successful awards 28 176 Total awarded £12,306.00 £84,436.99 Average award £439.50 £479.76 Share of all awards 15.9% 100% Share of all funding 14.6% 100% Page 184 of 348
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COMPARISON WITH OVERALL PROGRAMME Kilsyth and Villages Community Grants Locality Profile 2025/26 Kilsyth and villages awards are smaller in number but support important local identity, heritage, youth, music, sport and community events activity. The schedule points to investment in organisations that contribute strongly to local pride and participation. Source: confirmed Community Grants 2025/26 Annual Award Schedule. Profiles report confirmed successful awards only; unsuccessful applications are excluded from locality award totals. 5 AT A GLANCE 8 £6,747.00 £3,587.00 £448.38 4.5% 4.2% CONFIRMED FINANCIAL POSITION £3,587.00 Total awarded Applications / awards 8 Value requested £6,747.00 Value awarded £3,587.00 Awarded as proportion of requested value Average request £843.38 Average award £448.38 PREDOMINANT THEMES Community events and civic pride Arts, culture and heritage Children, young people and families Sport and physical activity Community facilities and local capacity EXAMPLES OF PROJECTS FUNDED WHAT THE DATA TELLS US KEY MESSAGES CONTRIBUTION TO LOIP PRIORITIES Indicator Kilsyth and Villages Programme Successful awards 8 176 Total awarded £3,587.00 £84,436.99 Average award £448.38 £479.76 Share of all awards 4.5% 100% Share of all funding 4.2% 100% Page 185 of 348
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COMPARISON WITH OVERALL PROGRAMME Motherwell Community Grants Locality Profile 2025/26 Motherwell awards are characterised by strong support for older people, health and wellbeing, community meals, scouting, gala activity and local social connection. Average awards are comparatively high, reflecting several substantial awards against requested amounts. Source: confirmed Community Grants 2025/26 Annual Award Schedule. Profiles report confirmed successful awards only; unsuccessful applications are excluded from locality award totals. 6 AT A GLANCE 11 £9,800.00 £7,105.00 £645.98 6.2% 8.4% CONFIRMED FINANCIAL POSITION £7,105.00 Total awarded Applications / awards 11 Value requested £9,800.00 Value awarded £7,105.00 Awarded as proportion of requested value Average request £891.00 Average award £645.98 PREDOMINANT THEMES Health, wellbeing and social connection Older people and inclusion Community events and gala activity Children, young people and families Community capacity and facilities EXAMPLES OF PROJECTS FUNDED WHAT THE DATA TELLS US KEY MESSAGES CONTRIBUTION TO LOIP PRIORITIES Indicator Motherwell Programme Successful awards 11 176 Total awarded £7,105.00 £84,436.99 Average award £645.98 £479.76 Share of all awards 6.2% 100% Share of all funding 8.4% 100% Page 186 of 348
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COMPARISON WITH OVERALL PROGRAMME Northern Corridor Community Grants Locality Profile 2025/26 Northern Corridor awards support a mix of village-based activity, community councils, greenspace, older people, environmental action, parent councils, sport and local volunteering. The profile reflects dispersed communities with strong local identity. Source: confirmed Community Grants 2025/26 Annual Award Schedule. Profiles report confirmed successful awards only; unsuccessful applications are excluded from locality award totals. 7 AT A GLANCE 13 £11,936.00 £6,376.00 £490.46 7.4% 7.6% CONFIRMED FINANCIAL POSITION £6,376.00 Total awarded Applications / awards 13 Value requested £11,936.00 Value awarded £6,376.00 Awarded as proportion of requested value Average request £918.16 Average award £490.46 PREDOMINANT THEMES Village-based community activity Environmental improvement and greenspace Older people and social connection Children, young people and families Sport, volunteering and community capacity EXAMPLES OF PROJECTS FUNDED WHAT THE DATA TELLS US KEY MESSAGES CONTRIBUTION TO LOIP PRIORITIES Indicator Northern Corridor Programme Successful awards 13 176 Total awarded £6,376.00 £84,436.99 Average award £490.46 £479.76 Share of all awards 7.4% 100% Share of all funding 7.6% 100% Page 187 of 348
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COMPARISON WITH OVERALL PROGRAMME Shotts and District Community Grants Locality Profile 2025/26 Shotts and District awards show a strong presence of faith-based groups, parent associations, older people groups, arts, music, sport and tenants and residents activity. The schedule highlights local identity and community participation. Source: confirmed Community Grants 2025/26 Annual Award Schedule. Profiles report confirmed successful awards only; unsuccessful applications are excluded from locality award totals. 8 AT A GLANCE 12 £11,351.00 £5,203.00 £433.58 6.8% 6.2% CONFIRMED FINANCIAL POSITION £5,203.00 Total awarded Applications / awards 12 Value requested £11,351.00 Value awarded £5,203.00 Awarded as proportion of requested value Average request £946.00 Average award £433.58 PREDOMINANT THEMES Community events and social activity Children, young people and families Arts, culture and music Older people and social connection Sport and community capacity EXAMPLES OF PROJECTS FUNDED WHAT THE DATA TELLS US KEY MESSAGES CONTRIBUTION TO LOIP PRIORITIES Indicator Shotts and District Programme Successful awards 12 176 Total awarded £5,203.00 £84,436.99 Average award £433.58 £479.76 Share of all awards 6.8% 100% Share of all funding 6.2% 100% Page 188 of 348
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COMPARISON WITH OVERALL PROGRAMME Wishaw Community Grants Locality Profile 2025/26 Wishaw has the smallest number of successful locality-specific awards but a high proportion of requested funding was awarded. Awards support gala activity, older people groups, boxing, parent council activity and community organisation costs. Source: confirmed Community Grants 2025/26 Annual Award Schedule. Profiles report confirmed successful awards only; unsuccessful applications are excluded from locality award totals. 9 AT A GLANCE 6 £3,975.00 £2,974.00 £495.67 3.4% 3.5% CONFIRMED FINANCIAL POSITION £2,974.00 Total awarded Applications / awards 6 Value requested £3,975.00 Value awarded £2,974.00 Awarded as proportion of requested value Average request £622.53 Average award £495.67 PREDOMINANT THEMES Community events and gala activity Older people and social connection Children, young people and families Sport and physical activity Community capacity and materials EXAMPLES OF PROJECTS FUNDED WHAT THE DATA TELLS US KEY MESSAGES CONTRIBUTION TO LOIP PRIORITIES Indicator Wishaw Programme Successful awards 6 176 Total awarded £2,974.00 £84,436.99 Average award £495.67 £479.76 Share of all awards 3.4% 100% Share of all funding 3.5% 100% Page 189 of 348
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COMPARISON WITH OVERALL PROGRAMME Multi-area / NL Wide Community Grants Locality Profile 2025/26 The multi-area profile captures awards to organisations whose activity reaches more than one locality or has a broader North Lanarkshire footprint. Awards include faith groups, sports, arts, ethnic minority organisations, veterans support, active living and wider community support. Source: confirmed Community Grants 2025/26 Annual Award Schedule. Profiles report confirmed successful awards only; unsuccessful applications are excluded from locality award totals. 10 AT A GLANCE 29 £26,757.01 £14,266.00 £491.93 16.5% 16.9% CONFIRMED FINANCIAL POSITION £14,266.00 Total awarded Applications / awards 29 Value requested £26,757.01 Value awarded £14,266.00 Awarded as proportion of requested value Average request £922.66 Average award £491.93 PREDOMINANT THEMES Cross-locality community activity Health, wellbeing and inclusion Arts, culture and active living Faith and community support Sport, volunteering and community capacity EXAMPLES OF PROJECTS FUNDED WHAT THE DATA TELLS US KEY MESSAGES CONTRIBUTION TO LOIP PRIORITIES Indicator Multi-area / NL Wide Programme Successful awards 29 176 Total awarded £14,266.00 £84,436.99 Average award £491.93 £479.76 Share of all awards 16.5% 100% Share of all funding 16.9% 100% Page 190 of 348
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☐ Yes ☒ No Ref GW/MC Date 10/08/26 Annual Review of the Community Safety Strategy 2025/26 From Gillian Whitehead, Chief Officer (Housing and Communities) E-mail whiteheadg@northlan.gov.uk Costellom@northlan.gov.uk Executive Summary Effective community safety partnership arrangements have been in place for some time in North Lanarkshire to make communities safe and feel safer for everyone to prosper. These partnership arrangements adopt a holistic, integrated approach to improving community safety in North Lanarkshire, recognising the interconnectedness of the various aspects of community safety which align with The Plan for North Lanarkshire. The Community Safety Strategy is the overarching strategy on community safety issues and comprises the requirements set out in the Antisocial Behaviour etc. (Scotland) Act 2004, which places a duty on local authorities and the relevant chief constable to publish a strategy setting out how it will tackle antisocial behaviour in its area. The purpose of this report is to advise committee of the progress made on the strategic priorities and actions in the Annual Review of the Community Safety Strategy 2025-2030 for the period between April 2025 to March 2026. This report is the first annual review of the new Community Safety Strategy. Recommendations It is recommended that the Communities Committee: (1) Acknowledge the progress made to date in relation to the actions in the Community Safety Strategy for the period 2025-2026. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Programme of Work All Programmes of Work Item 9 Page 191 of 348
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1. Background 1.1 An all-encompassing Community Safety Strategy | North Lanarkshire Council was developed in Spring 2025. The strategy covers a broad range of community safety activity, building on the existing community partnership arrangements which are in place within North Lanarkshire. The strategy also fulfilled the requirement to publish an Antisocial Behaviour Strategy. This integrated approach is intended to better utilise and target resources and community safety activity through North Lanarkshire Partnership to improve outcomes for individuals and communities in North Lanarkshire. 2. Report 2.1 The vision for community safety set out in the strategy is to: ‘Make North Lanarkshire a better place to live, work and visit through integrated partnership working to build strong, inclusive, vibrant, engaged communities, where homes, workplaces, and public spaces are safe and feel safe for everyone to prosper’. 2.2 This vision is aligned with the ambition set out in the Plan for North Lanarkshire and requires a partnership approach to deliver the actions and priorities set out in the strategy. 2.3 The annual review of the Community Safety Strategy 2025-2026 has now been prepared on progress in relation to the corresponding actions. Community Safety Strategy Priorities 2.4 The Community Safety Strategy 2025-2030 set out six key strategic priorities which are underpinned by the following five key themes: • Effective Community Involvement, Influence and Ownership. • Strong Partnership Working, Governance and Decision Making. • Tackling Inequalities. • Prevention and Early Intervention; and • Place Based Approach. 2.5 These themes were developed through consultation with stakeholders and the community set out the fundamental aspects of the approach to be taken by community planning partners to improve community safety in North Lanarkshire. The six priority areas for action in the Community Safety Strategy are to: • Effectively tackle antisocial behaviour. • Improve road safety. • Reduce serious violence and disorder. • Reduce harm from problematic alcohol and drug use • Tackle Gender Based Violence and protect people at risk of harm, and • Reduce harm from unintentional injury and fire. Progress on the Community Safety Strategy Actions Performance Indicators 2.6 A range of corresponding actions are set out within the strategy to achieve the five strategic priorities. There are 61 actions agreed which involve North Lanarkshire Council (including Housing, Transportation and Education), Police Scotland, Scottish Fire and Rescue Service (SFRS), North Lanarkshire Health and Social Care Page 192 of 348
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Partnership (HSCP), North Lanarkshire Violence Against Women Partnership and North Lanarkshire Alcohol and Drug Partnership (ADP). Of these actions, 57 actions are on track (Green), 4 actions have minor delays (Amber) and there are no actions which have significant delays (Red). 2.7 Performance indicators are presented in the Annual Review of the Community Safety Strategy 2025-2026. The key indicators and changes in the past year as well as some notable trends are summarised as follows: • The number of antisocial behaviour contacts has decreased in this reporting period which is 2.83% lower in comparison to the previous year. • There has been an increase in overall crime in the past year. • The number of antisocial contacts due to non-domestic noise has increased since the last reporting period. • The number of detections for drugs has decreased in the past year. • Accidental dwelling fires have decreased by 4% over the period 2024/25 to 2025/26 and the number of casualties in accidental dwelling fire has reduced since the previous annual review. • There had been a reduction in the number of emergency admissions due to unintentional injury and in North Lanarkshire. • The number of domestic abuse cases reported to Police Scotland has increased by 25 (24%) in the reporting period. • Referrals to Violence Against Women Partnership have increased over this reporting period. • There has been a decrease of 4% in the number of people seriously injured and a reduction of 7% in people slightly injured in road accidents in the reporting period. • Dangerous driving convictions have increased by 32 in the past year. • The number of people charged for disqualified driving, driving without insurance, driving without a licence and driving whilst using a mobile phone, have all increased in the past year. • The number of people charged with Driving without a seatbelt has increased in the past year. 2.8 The Community Safety Strategy 2025-2026 is a five-year plan, and this is the first progress review of the new Strategy. The Community Safety Strategy will continue to be reported through the Community Safety Partnership Forum, Communities Committee and existing community planning structures. 3. Measures of success 3.1 The continued delivery of the actions and priorities set out within the Community Safety Strategy. 4. Supporting documentation 4.1 Appendix Annual Progress Review of the Community Safety Strategy 2025-2026. Gillian Whitehead, Chief Officer (Housing and Communities) Page 193 of 348
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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 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 ☐ 5.6 Technology / Digital impact Page 194 of 348
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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? 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 195 of 348
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 2025-2030 1 Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 2025-2030 Annual Review 2025 -2026 Appendix 1 Page 196 of 348
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 2025-2030 2 Contents 1. Introduction 3 Strategic Context 3 Local Context 4 Measuring and Reporting on Progress 5 2. Our Strategic Priorities, Actions and Progress 6 Strategic Priority 1: To effectively tackle antisocial behaviour 6 Strategic Priority 2: To improve road safety 15 Strategic Priority 3: To reduce serious violence and disorder 17 Strategic Priority 4: To reduce harm from problematic alcohol and drug use 23 Strategic Priority 5: To tackle gender-based violence and protect people at risk of harm 27 Strategic Priority 6: To reduce risk from unintentional injury and fire___________________________________________28 3. Annex – Progress on Community Safety Strategy Indicators 42 Page 197 of 348
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 2025-2030 3 Introduction Strategic Context The Scottish Government, Safer Communities Directorate provides the national context for all Community safety activity. The Directorate works with partners to enable everyone in Scotland to live in communities where they feel secure and are safe from harm. Action is being taken on a range of community safety priorities to help build safer communities. The Scottish Government’s National Performance Framework contains 11 National Outcomes and National indicators that measure progress towards these with Community Safety aligned to many of these outcomes with a particular connection to: • Children and Young people: We grow up loved, safe and respected so that we realise our full potential • Communities: We live in communities that are inclusive, empowered, resilient and safe • Environment: We value, enjoy, protect and enhance our environment • Human rights: We respect and fulfil human rights and live free from discrimination Other national strategies, programmes and plans of relevance include Vision for Justice in Scotland, Three Year delivery Plan 2023/24 to 2025/26 which sets out the Government’s vision for the justice sector to deliver a just, safe and resilient Scotland with safer, more tolerant and inclusive communities free from inequality and hate. In addition, Equally Safe: Scotland’s strategy for prevention and eradication of violence against women and girls was refreshed in 2024. Equally Safe sets out a vision to address violence against women and girls, to stop violence occurring, build the capability and capacity of support services and strengthen the justice response to victims and perpetrators. The strategy is informed by the experience of victims and by the expertise of professionals and has three priorities: • Achieving greater gender equality • Intervening early and effectively to prevent violence and maximising the safety and wellbeing of women, children and young people; and • Tackling perpetrators. Page 198 of 348
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 2025-2030 4 Our Community Safety Strategy also fulfils the requirement under The Antisocial Behaviour etc. (Scotland) Act 2004 which places a duty on local authorities and the relevant chief constable to publish a strategy setting out how it will tackle antisocial behaviour in its area. Given this national context, the Community Safety Strategy now tackles a broader range of community safety issues such as effective safeguarding, Gender-Based violence, community justice, counterterrorism, unintentional harm, home, and fire safety while encompassing early intervention, prevention, and empowerment of communities. Local Context The Plan for North Lanarkshire is the overarching strategic plan for North Lanarkshire and the Programme of Work set out the direction for all partners, the council, stakeholders and, most importantly, for each of our unique communities and the people who live, learn, work, invest and visit within North Lanarkshire. This provides the framework for all other strategies and plans, including the Community Safety Strategy. The plan identifies that whilst trends show strong improvements in key areas, such as employment, investment and educational attainment, there are still unacceptably high levels of deprivation, child poverty and clear areas of inequity and inequality remaining. As such, it is recognised that there is an element of social exclusion across some of our towns and communities in North Lanarkshire and The Plan seeks to reduce this exclusion through improving prosperity and outcomes for all, ensuring that all our communities’ benefit, improving equality of opportunities for all. Community Safety is pivotal to achieving this vision and contributes to all five high level strategic priorities set out in The Plan given the broad context in which community safety exists, making a particular specific contribution to outcomes 3 and 4: Safety is pivotal to achieving this vision and contributes to all five high level strategic priorities set out in The Plan given the broad context in which community safety exists, making a particular specific contribution to outcomes 3 and 4: Outcome 3: Improve the health and wellbeing of our communities. Outcome 4: Enhance participation, capacity, and empowerment across our communities. There are also several other local strategies and plans that community safety plays a key role in, including the Equalities Strategy (2025-2029), the Local Housing Strategy (2021-2026), the Tenant Participation Strategy (2025-2030) and Community Matters – A Framework for Working with Communities amongst others. This reinforces the far-reaching impact of community safety and its interconnectedness across different policy areas. Within North Lanarkshire the vast majority of community safety work is coordinated at a local level through all relevant council services and community planning partners. These issues are also addressed through the Locality Partnership Teams with the Page 199 of 348
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 2025-2030 5 North Lanarkshire Partnership Strategic Leadership Board taking a governance and strategic role. All partners with a role in community safety are represented on community planning structures and include, Elected Members, Housing, Police Scotland, Scottish Fire and Rescue, Health and Social Care, NHS Lanarkshire, North Lanarkshire Alcohol & Drug Partnership (ADP), Education and Families, Environmental Services, the Housing Community Safety Team, VANL and other Council services. Involvement from communities is vital in these structures and representation from community members is comprised within nine Community Boards with Local Outcome Improvement Plan (LOIP) subgroups such as community safety and targeted action that feed into the community safety agenda. The Community Safety Strategy 2025-2030 has six strategic priorities and corresponding actions. These strategic priorities are: • Priority 1: To effectively tackle antisocial behaviour. • Priority 2: To improve road safety. • Priority 3: To reduce serious violence and disorder. • Priority 4: To reduce harm from problematic alcohol and drug use • Priority 5: To tackle Gender Based Violence and protect people at risk of harm. • Priority 6: To reduce harm from unintentional injury and fire. Measuring and Reporting on Progress This is the first Annual Review of the Community Safety Strategy since the production of Improving Community Safety in North Lanarkshire A Strategy to Improve Lives 2025-2030. This Annual Review is an update on progress towards meeting these priorities and the corresponding actions highlighting both successes and challenges. The attached performance indicators highlight changes in performance over the one-year period 2025/26. The action plan indicates the status of each action using green (on track), amber (minor delays) and red (significant delay). Page 200 of 348
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 2025-2030 6 Our Strategic Priorities Priority 1: To effectively tackle antisocial behaviour. Evidence tells us1: • Over two-thirds (72.28%) of ASB contacts relate to domestic noise accounting for most callouts, with 14.83% due to criminal activity and 9.83% as a result of harassment. • The top three categories of domestic noise complaints are banging (31.09%), loud music (22.58%) and shouting and swearing (20.8%). • For Criminal Activity complaints the main categories are Misuse of drugs (36.73%), threats (13.09%), violence (9.65%), vandalism (13.71%) and drug dealing (12.54%). • North Lanarkshire Council tenants account for 57% of ASB complaints made, 16% are made from owner occupiers, 6% are from private sector tenants and 3% are from housing association tenants. • The majority of ASB subjects (those who are the subject of the complaint) are 69% of tenants living in council housing. Owner occupiers account for 8% of ASB complaints, 4% are people living in homeless temporary accommodation, 4% are private sector tenants and 1% are housing association tenants. • 9.12% of ASB contacts are from tenants in multi-storey towers. • Motherwell/Bellshill have the greatest ASB contacts in 2025/26 accounting for 31.9% of these, (25.9%) are in Coatbridge/Kilsyth/Moodiesburn, (26.71%) are from Airdrie/Cumbernauld, (15.48%) are from Wishaw/Shotts. • Most ASB contacts were during May 2025, with 958 contacts. November 2025 had the lowest monthly contacts with 590. • Out of hours accounts for most ASB contacts (55.13%) and 44.87% are made during the daytime hours. A higher percentage of contacts have been made during out of hours in 2025/26 compared to the previous year (53.6%). 1 All evidence based on 2025/2026 data available from Housing Solutions, North Lanarkshire Council Page 201 of 348
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 2025-2030 7 Progress on our Key Actions Antisocial Behaviour Response Initial review of the Anti-social behaviour Response Service commenced to establish the potential number of call outs that are received out with the current service hours. Findings will be considered to establish if there is sufficient justification to consider an increase on the current service provision. Changing patterns to Anti-Social Behaviour need to be evaluated to establish that the optimum times are covered by the out of hours team. The Noise App trial has concluded, and procedures are currently being devised to roll out use of the app for use within localities. Resources to support with the potential volume of data that could be received are being considered, therefore there will be a phased roll out to ensure that the users of the app are receiving the required response to their submissions. A proactive preventative approach to address and prevent antisocial behaviour is being adopted through the role out of Break the Cycle programme to sports and leisure and wider community facilities is being adopted to address and prevent antisocial behaviour. Materials have been confirmed, and a pilot session has been delivered to secondary school pupils was well received. Delivery to all secondary schools to follow which will progress to delivery within Primary Schools. Challenges include resources within the Community Safety Team to focus on delivery of training. There have also been changes to personnel within the Education team who were coordinating schools’ involvement. Discussions will commence later in the year to progress training sessions. The Community Safety Team manage three rapid deployment CCTV units that are trailer mounted and can be used to respond quickly to developing issues and can also be used to assess requirement for permanent CCTV deployments. The purchase of these cameras was supported through the Community Partnership Team, and the Local Development Programme (LDP). The devices operate fully autonomously, with self-supporting power via battery and solar panels. These cameras have benefitted community safety in local communities through recording 4,360 incidents in total of which 1,325 were community safety incidents and have also detected 137 missing people. The cameras transmit video securely via the mobile telephone networks. The trailers have motion sensors to detect any attempted vandalism that alarm back to the CCTV control room. These also have a secondary camera to protect the trailer unit during deployments. The cameras aim to assist in the detection and prevention of crime, anti-social behaviour, environmental incidents and public health and safety. Page 202 of 348
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 2025-2030 8 All urban CCTV has been upgraded; works will now commence on the upgrade of existing CCTV critical infrastructure and cameras within low-rise and high-rise properties. The trailers require space for deployment and are not always suitable for deployment in some areas where there is limited green spaces to site the trailers. Incidents of Anti-Social Behaviour have decreased overall by 5.6% during 2025/26 compared to 2024/25. The largest decreases have related to disturbances, which have decreased by 7.3%. There were no incident types that significantly increased during this period, the only very slight increase was in fire incidents. Monthly analysis of hotspot areas/repeat problematic addresses continue to be highlighted in the Tactical Assessment and in several other analytical reports. These reports are carried out for both Police and Partners to support partnership working. Specifically in the last year the analyst Department has developed several new dashboards to help tackle anti-social behaviour including a school’s dashboard not only looking at violence within a school setting but also on school pupils committing violence elsewhere so that specific schools can be prioritised in relation to safer communities’ input and school campus cops. The Department has also developed a range of other dashboards which include a care home dashboard, a stop search, and an outdoor violence dashboard. Anti-social behaviour remains a source of continual focus at a local policing level. Joint visits are conducted by Police and Housing Officers in relation to anti-social behaviour allowing engagement with problematic tenants, prevention of anti-social behaviour, detection of crime and escalation of the housing process where individuals require to be moved. Targeted Police patrols are carried out which are informed by data around recency, frequency and gravity (RFG) of the anti-social behaviour taking place. North Lanarkshire Council data has assisted in the delivery of local action plans in areas identified as problematic which has reduced demand and improved community confidence. Quarterly work is also carried out in relation to three strands: repeat complainers; repeat offenders; and repeat locations. Lanarkshire Preventions Team has progressed measures aimed at reducing anti-social behaviour across public and commercial premises. Routine Crime Prevention Surveys have been undertaken at identified hotspot locations, enabling tailored, problem- solving interventions. Police Scotland Architectural Liaison Officers ensure that crime prevention principles are embedded at the design stage of new developments, and these are treated as a priority when undertaking new builds. The team has undertaken targeted engagement with local businesses to address anti-social behaviour, providing tailored advice to address local problems. Page 203 of 348
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 2025-2030 9 Over the reporting period, the Police Analyst Department has provided weekly inputs on a Friday to the daily meetings on anti-social behaviour so that any new and emerging areas can be incorporated into weekend plans. The Department has also carried out extensive work in relation to provide evidence to support CCTV locations for anti-social behaviour. All Police Divisions now report into national meetings in relation to youth disorder. Operation Stardrop has now been established to incorporate any intelligence to make it easier to identify any new threats. Continual work is on-going to try and increase this intelligence flow. Off-Road Bikes An online consultation was carried out by the Community Partnership Team between 19th September and October 2025 following feedback from Community Boards, Elected members and through reports from local people across North Lanarkshire about the impact of off-road bikes on local communities. A total of 2,179 responses from across all Community Board areas were received from local people identifying hotspot areas and potential solutions. Following the consultation, further meetings with partners including Community Partnership Team, Police, SFRS, local community representatives and some Elected Members to look at findings and potential solutions. Site visits have taken place in all Community Board areas and work is ongoing to prepare Board specific action plans to address issues identified in hot spot areas. Local people provided potential solutions to the online consultation that have been discussed further by partners. Potential solutions discussed included targeted Police patrols during peak activity periods, joint operations with CCTV teams, seizure first approach, gates/barriers to prevent access where appropriate, signage and social media communications and campaigns, sessions in schools to educate young people about the risk and consequences of off-road bike usage. Environmental Changes in Public Spaces In conjunction with partners, CCTV provision has been enhanced across North Lanarkshire. An additional 7 CCTV cameras have been installed and are operational 24 hours per day, 7 days per week in Motherwell, Holytown, Coatbridge and Cumbernauld. These CCTV cameras have been funded through the NLC Local Development Programme in response to reports of anti-social behaviour and community safety issues raised through Police Scotland, Scottish Fire and Rescue Service (SFRS) and Housing. Trailer-mounted CCTV units have been deployed to several sites to establish requirement for permanent CCTV deployments. Units have been Page 204 of 348
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 2025-2030 10 deployed in Airdrie, Coatbridge, Wishaw and Motherwell localities. Following on from previous deployments, at least two permanent CCTV installations have now taken place, and cameras are operational in Carfin and Coatbridge areas. Preventative approaches Lanarkshire Partnership Approaches to Water Safety (PAWS) group continues to provide a coordinated and proactive approach to prevention, improved incident response and review of water safety incidents. This coordinated and proactive approach assists in the delivery of the 3 key stages of PAWS and is consistent with the targets of Scotland’s Drowning Prevention Strategy, Prevention, Improved Incident Response and Review. All partners, including NLC/SLC, HM Coastguard, SFRS, Police Scotland, Open Water Rescue, Scottish Ambulance Service, Scottish Canals, Water Safety Scotland, Glasgow Humane Society, ROSPA, MSP’s Office are committed to allowing for joint and individual tasking of partnership resources to ensure that all water safety concerns are addressed, and those agencies best placed to manage risk are kept informed of any changing or newly emerging hazards or trends. NLC Youth Workers are working with Town Centre Officers to engage with young people in areas identified where anti-social behaviour is taking place during the evening at weekends. ‘Peer location’ meetings take place regularly to discuss hotspots for focus and information is shared appropriately to ensure a multi-agency approach to tackling youth disorder in Airdrie and Coatbridge areas. Question and answer sessions are planned in @home centre over the summer holidays to increase engagement with young people. In Cumbernauld, the Local Partnership Team (LPT) agreed to proactively target resources towards engaging with young people from the Carbrain area. Partners including NLC Community Partnership Team and Community Learning and Development, Police Scotland, Scottish Fire and Rescue Service (SFRS) and Community Alcohol Partnership (CAP), and local community organisation Carbrain Community Events planned a range of successful partnership engagement activities during school holiday periods to engage with young people and families across the local community. In Kilsyth and Villages, the LOIP youth engagement subgroup attended by NLC Community Partnership Team, Police Scotland, SFRS, Community Alcohol Partnership and CLD agreed to plan and organise partnership engagement events targeted towards young people. Events are interactive and enable young people to find out more about the dangers of drugs, alcohol, smoking and vaping and are organised in response to issues identified by young people during extensive consultation. Three extremely successful events have already taken place, with a further event recently taking place at Kilsyth Academy on 16th June 2026. Page 205 of 348
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 2025-2030 11 In Airdrie, Partnership work took place between the Community Alcohol Partnership (CAP) and a range of local partners, including North Lanarkshire Community Sports Hubs, Police Scotland, Scottish Fire and Rescue Service, CrossFit for Kids and Airdrie Community Club, to develop an alternative offer during 2025. The partnership initially funded five Friday night sessions at a local primary school, providing outdoor football alongside indoor multi-sport activities such as basketball, netball and badminton. Sessions were widely promoted through schools and social media, while community Police Officers and local businesses actively encouraged young people in the town centre to attend. The local Tesco further supported the programme by supplying free fruit and water each week. Attendance quickly grew, with up to 30 young people attending regularly with Police and SFRS engaging positively with participants at some of the sessions. Following this success, partners committed to extending delivery until June 2025, with additional funding and in-kind support allowing the programme to expand to include free CrossFit sessions. The Community Alcohol Partnership strengthened preventative work by becoming a partner in the Lanarkshire Guardians Programme in Bellshill and Motherwell, match-funding detached youth work alongside Police Scotland. The aim of the programme was for detached youth workers to engage positively with young people at known anti-social behaviour hotspots in Bellshill and Motherwell on Friday evenings during school holidays, offering support and signposting them to existing activities in the local area. Over the 6- week period youth workers engaged with approximately 300 young people across several areas, building trust and making it easier to have open and honest conversations. Young people reported feeling safer when they were out and Police reported a drop in anti- social behaviour in these areas. The Lanarkshire Police Preventions Team continues to deliver a coordinated programme of prevention and awareness activity across Education and Community settings, including partnership with SFRS. This has included targeted inputs to both primary and secondary schools, collectively reaching over 1,400 young people over the reporting period. Police Scotland have strengthened multi-agency collaboration through joint initiatives, including community reassurance activity, large scale leaflet distribution, utilising Police Scotland Youth Volunteer (PSYV), and partnership days of action. Police Scotland have engaged local businesses and community venues to enhance situational prevention and resilience. Coordinated messaging and campaigns are sustained throughout the year via Police social media and partners communications channels, ensuring consistent public awareness and community confidence. Lanarkshire Division has worked with Turning Point Scotland outreach team and North Lanarkshire Council to reach out to local drug users to provide support and help, recognising that Recent/Frequency/Gravity is based around town centre areas. Page 206 of 348
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 2025-2030 12 Anti-social behaviour remains a source of continual focus at a local policing level. Police Officers worked in partnership with community safety/mental health subgroups to deliver diversionary events aimed at preventing disorder across the locality. For example, Cycle sessions have been run by Social Track at Bellshill / Wishaw pump track funded through local NHS Health Improvement and supported by Police Scotland and Community Learning and Development. Lanarkshire Division has worked with Turning Point Scotland Outreach Team and NLC to reach out to local drug users to provide support and help, recognising that Recent/Frequency/Gravity is based around town centre areas. Police Scotland have implemented a structured programme of prevention focussed campaigns across educational and community settings addressing priority themes including Domestic Abuse, Cybercrime and Road Safety. Consistent inputs are delivered in schools, ensuring sustained engagement with youths on emerging risks and harm reduction. Targeted health and wellbeing days are delivered with senior pupils receiving inputs on healthy relationships, sextortion, domestic abuse and road safety (New Driver Scheme), reinforcing early intervention and informed decision making. The Preventions Team, also proactively engage with community groups, targeting vulnerable groups and provide inputs on safeguarding measures, particularly focusing on frauds and signposting to third sector organisations that can provide support. Motherwell and Wishaw Community Police worked with NLC CCTV and residents’ groups to carry out additional directed patrols aimed at reducing anti-social behaviour. Police national resources were utilised with the air support unit Drones deployed in and around the area to assist in the identification and detection of those involved. These days of action have been widely shared across social media channels and have received positive response by the public. Local drop-in sessions have also been organised across the period, allowing the public to air concerns and understand actions taken to tackle anti-social behaviour. Effective use of Legislation There is strong Partnership working between Police Scotland and North Lanarkshire Council, working closely to set up joint enforcement teams to tackle persistent offenders in a coordinated effort to maximise opportunities for effective enforcement. Page 207 of 348
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 2025-2030 13 To ensure effective use of Legislation, bespoke training courses have been provided to Police Officers on the scope, purpose, and procedures for issuing Anti-Social Behaviour Orders (ASBOs) and Fixed Penalty Notices. Areas for improvement have been identified and associate correct uses for the legislation. Attempts have been made to streamline processes through simplifying paperwork and procedures for issuing Fixed Penalty Notice’s (FPNs) or initiating Anti-Social Behaviour Orders (ASBOs) to encourage more frequent use. Officers have the capability and equipment to issue notices on the spot to offenders. The use of intelligence led policing further allows the offenders details and areas of offending to be reviewed, shared, and actioned for future operations and engagement. Contextual Safeguarding A contextual safeguarding partnership approach has been adopted within North Lanarkshire Council, the aim of which is to respond to harm outside of the home which might be posed to young people from adults, or from other young people. The approach supports disruption from exploitation by targeting the source of harm and the cultures that have been created to promote safer, inclusive communities. It seeks to create opportunities within local communities to foster safer places for children and is based on fundamental human rights. Multiagency partnerships are committed to making North Lanarkshire safer for people of all ages by problem solving to create sustained and meaningful change. The contextual safeguarding approach takes a trauma informed, strengths based and evidence- based approach to seek to understand the dynamics of risk in adolescence and to attempt to build community guardianship. We work closely with the Global Centre for Contextual Safeguarding to enhance our understanding of ‘what works’ and promote a learning culture within the partnership to evaluate our practice and response. A bespoke online module has been created, and recently refreshed, to support staff to recognise and respond to indicators of exploitation and so far, 1200 staff across the council have accessed this. Council workers in various departments including Housing, Elected Members, Community Learning and Development, Education, Legal, Social work, Community Boards and community safety have been encouraged to undertake the learning to diversify the knowledge across the council and support culture change in recognising exploitation. In addition, a young person’s training has been co-created with young people and youth workers to help promote understanding. Work has been developing in schools, with retailers and with wider partners to understand the dynamics of teenage life and help to promote safety over surveillance. Page 208 of 348
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 2025-2030 14 Diversionary Activities Police officers are trained in Distress Brief Intervention (DBI) and the use of community triage and the mental health pathway. These utilise the most appropriate agency for dealing with attempted suicides and serious mental health concerns that require Immediate advice or intervention. The use of the Vulnerable Persons Database (VPD) system is used to record and monitor instances of vulnerability which is shared with partners. Specialist departments such as Public Protection Unit (PPU) monitor and escalate cases which meet certain criteria. In Cumbernauld, 8 young people, identified as persistent offenders, have enrolled in a preventative/educational program run by Police National Scottish Violence Reduction Unit (SVRU) and part of a wider partnership with Community Learning and Development, Education, and Community Partnership Team to address repeat offending and highlight associated risks. Serving and Proxy Purchasing of Alcohol North Lanarkshire’s Community Policing Teams and Licensing Department work together to identify the most problematic premises and to promote the initiative and tackle offenders. The Licensing Department review incidents daily and proactively attend premises where issues are detected, to speak to the license holder, and re-iterate their responsibilities under the Licensing Scotland Act 2005, as well as conducting scenario-based training to premises, targeting new and inexperienced staff surrounding the selling of alcohol and issues that can arise. The arrival of the summer months and school holidays can lead to an increase in the number of under 18’s consuming or attempting to consume alcohol and the associated issues. Potential penalties and repercussions of failing to comply with legislation are emphasised to license holders and premises are provided with display campaign materials to display in store and promoted to like and share posts on social media. Identified problematic premises are added to Police sub-divisional daily and weekend action plans where Officers are tasked to attend and submit their findings. Joint Police and NLC, Trading Standards visits take place on a regular basis to those premises that are deemed problematic, and integrity tests are carried out on a regular basis. Page 209 of 348
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 2025-2030 15 Bottle marking schemes continue to be facilitated by Lanarkshire Licensing with Community Officers working in partnership with identified off-sales premises. Selected alcohol containers are marked, making it easier to identify where discarded containers have been purchased and action plans are developed to target the associated anti-social behaviour. All reports and intelligence are acted on in relation to problematic pubs, clubs, licensed hotels, and nightclubs. The Challenge 25 approach continues to be promoted. Licensing staff deliver staff training on a regular basis to ensure that premises deliver a safe environment for staff and patrons. Licensing staff target premises, where information and intelligence are received in relation to the misuse of drugs and other types of criminality. Drug wipes are utilised, and any positive findings are thereafter shared with partner police departments. Problematic premises are continually monitored, with intervention plans developed and review reports forwarded to the Licensing Board where necessary. Lanarkshire Licensing lead on ‘Best Bar None’ within the local authority which encourages premises to prioritise responsible management and operation, aiming to create safer, more enjoyable environments. It promotes safety, customer care and responsible alcohol management. All reports and intelligence are acted on in relation to problematic pubs, clubs, licensed hotels, and nightclubs. Licensing officers liaise with premises management to ensure that actions are carried out to deter and detect future conduct and to ensure that premises are complying with the five Licensing Objectives. Training packages and guidance documents have been circulated throughout Police Division highlighting opportunities when the request of a CRASBO would be relevant and proportionate. This has led to an increase in the number of requests being made during criminal proceedings for frequent offenders. Motherwell Community Officers have been working closely with NLC about potential exclusion zones in and around Motherwell town centre to ensure the use of effective legislation to discourage the same nominals committing low level offences and to help offenders recognise the impact they are having on their community. Priority 2: To improve road safety Evidence tells us: • The number of people seriously injured in road accidents has reduced by 4% in the reporting period. • There has been a 7% reduction in people slightly injured in North Lanarkshire in the reporting period. Page 210 of 348
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 2025-2030 16 • The number of children (under 16 years) killed has remained the same in 2025/26 at zero. However there has been an increase of 5 children seriously injured in this reporting period. • There has been an increase in the number of people charged for disqualified driving during the reporting period. • The number of people charged with driving licence offences has increased between 2024/25 to 2025/26. • There was an increase in the number of people charged with driving without insurance during the period 2024/25 and 2025/26. • This reporting period has seen a slight increase in the number of people charged with driving without a seat belt. • The number of people charged with driving whilst using a mobile phone has slightly increased 2024/25 and 2025/26. Progress on our Key Actions: Innovative Methods to Reduce Speed NLC have progressed a range of innovative road safety improvement schemes. These range from new/refurbished signal-controlled crossing points/junctions, new mini roundabouts, vehicle activated signs, reduced speed limits, part time reduced speed limits, enhances traffic signs and road markings, improved street lighting, high friction road surfaces, traffic/pedestrian islands, widened footways, traffic calming etc. Over the reporting period 250 road safety requests were received. There is high demand for road safety improvements across North Lanarkshire which is challenging within limited budgets available. The Council continues to invest in accident investigation and prevention commensurate with available road safety budgets. However, it should be noted the accident statistics for North Lanarkshire include the Trunk Road network which the Council has no influence or remit over. Accidents statistics can also fluctuate due to factors out with the Council's control such as inappropriate driving behaviours and driving through impairment. NLC are progressing 20mph in urban areas. Challenges include public buy-in, extensive road network to consider, statutory consultation and effective enforcement. Police Scotland and Transport Scotland road safety initiatives are promoted, and meetings continue to take place with Police Scotland and Scottish Fire and Rescue at the Lanarkshire Governance Board Meetings. Active Travel Strategy Page 211 of 348
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 2025-2030 17 The delivery of North Lanarkshire Council's (NLC) Active Travel Strategy (ATS) 2021- 2030 is continuing to progress. The strategy is aimed at improving walking, wheeling, and cycling connectivity and provision at our town centres, hubs, and communities. In the reporting period, 2025/26, NLC continued to work on the delivery of the Strategic Network Routes (SNRs) identified within the Active Travel Strategy, engaging with communities and other key stakeholders regarding route optioneering of SNR 1 Coatbridge to Muirhead and SNR6 Stepps to Condorrat. During this work careful consideration was given to community safety, including identifying project risks and potential solutions as well as undertaking Road Safety Audit, Impact Assessments, Risk Assessments and Equality Impact Assessments. NLC also successfully constructed SNR3 sections Glasgow Road, and Alexander Street Phase 3, Wishaw, as well as active travel routes supporting Riverbank and Orbiston Community Hubs. NLC also undertook the second round of consultation on the draft Local Transport Strategy (LTS), with the final draft due to be presented to committee in August 2026. The draft Strategy contains a policy specifically related to safety in transport, along with two supporting actions. Local Development Programme (LDP) Funding through the LDP programme has supported a range of projects across North Lanarkshire that have contributed to a more positive road safety environment such as environmental improvements and additional car parking. In the reporting period from April 2025 to March 2026, a total of 7 small scale parking projects were completed across North Lanarkshire to improve road safety issues identified by local people. In addition to this, 2 pathway projects and 5 solar lighting projects identified by local communities have been completed contributing to community safety. Priority 3: To reduce serious violence and disorder Evidence tells us: • Overall crime rate in North Lanarkshire has increased by 9.0% from 2024/25 to 2025/26. • Serious assaults have decreased by 1.3% from 2024/25 to 2025/26 period. • Robberies have increased by 6.7% between 2024/25 to 2025/26 period. • The number of vandalism and malicious mischief crimes have increased by 0.1% over the reporting period. • Housebreaking thefts have increased by 0.3% from 2024/25 to 2025/26 period. Page 212 of 348
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 2025-2030 18 • The number of people convicted of dangerous driving has increased by 13.6% from 2024/25 to 2025/26 period. • The number of people charged for disqualified driving has increased by 21% during the 2024/25 to 2025/26 period. • There has been a decrease in the number of detections for drugs by 3.9% over the 2024/25 and 2025/26 period. • There has been 2.4% increase in the number of people charged with driving without a seat belt in the past year from 2024/25 to 2025/26 period. • There has been 0.8% increase in the number of people charged with driving whilst using a mobile phone from 2024/25 to 2025/26. Progress on our Key Actions Complainers of Violence Lanarkshire Division has been working under national and local frameworks to improve how it engages with victims of violence. A key focus is building trust and confidence in policing services, particularly for under-reported forms of violence such as domestic abuse, hate crime, sexual violence, youth violence. Early contact, consistent communication and follow up contact are critical for relationship building and allows victims to correct or add to initial statements, increasing accuracy of information. Working collaboratively with charities such as Women’s Aid, Victim Support Scotland, Lanarkshire Rape Crisis Centre and youth and addiction services, encourages victims to report violence anonymously or with support via a third party. Police receive referrals or corroborating information from these trusted intermediaries. Encouraging community groups to use Crimestoppers or Fearless (youth reporting platform) give additional platforms for reporting criminality. Police Scotland’s “Right to Ask” under Disclosure Scheme for Domestic Abuse Scotland (DSDAS) provides proactive support. These flexible reporting options remove barriers to disclosure. Use of the Vulnerable Person Database (VPD) allows tracking and flagging of repeat victims. Victims are proactively contacted and offered support plans, sometimes even where no formal complaint is made. Page 213 of 348
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 2025-2030 19 Indoor Violence By using data analysis and intelligence Police Scotland can map patterns of repeat locations, offenders and victims. Data analysis also provides Police Scotland with information relating to specific addresses and time-of-day situational patterns. Regular meetings are held with Local Authority Housing teams to identify persistent offenders which lead to joint housing visits where tenancy warnings and/or eviction notices are given. Should there be a need, Police will engage with landlords or housing associations to act against problematic tenants Police utilise Domestic Violence Risk assessments to evaluate threat levels at specific addresses and ensure appropriate safeguarding measures are in place. Targeted intervention is undertaken to minimise risk of offending at identified high-risk homes. This includes welfare visits; referral to support services and working collaboratively to monitor offender behaviour. Police officers routinely attend at victims’ homes to provide safeguarding advice and offer devices such panic alarms and/or mobile phones, so they can contact police in the event of an emergency. Local community officers along with specialist officers also engage with multi-agency risk assessment conferences (MARACs) to coordinate responses for domestic abuse victims. The community policing model is reliant on public engagement to be successful. As such all efforts are made to encourage neighbours, housing officers, and community members to report repeat disturbances or suspected violence. Weapons and Serious Violent Crime A whole systems approach is required to address youth offending and involves the identification of at-risk youths, providing tailored interventions to divert them from the Criminal Justice System. Lanarkshire Preventions Team have provided a structured delivery of No Knives Better Lives workshops across primary and secondary school settings. This coordinated approach is improving awareness and influencing attitudes. Through Continuous Professional Development, school Campus Officers are trained in methods of engaging with pupils who appear to be at risk of engaging in weapon carrying. Page 214 of 348
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 2025-2030 20 Early and Effective Intervention (EEI) Coordinators collaborate with Education and Housing to support young people involved in minor offences. Interventions may include warning letters, referrals to agencies like Barnardo’s, Axis and SACRO. In response to incidents involving youths/adults with weapons, police ensure visible patrols and proactive stop searches in identified hotspot areas. These efforts aim to deter weapon carrying and allows Police to gather intelligence. Crime mapping and gang intelligence is used to identify hotspots, repeat offenders, and networks involved in weapon crime with Officers deployed to engage offenders ensuring public safety. To deter offending, Police conduct high visibility patrols in high-risk areas utilising stop and search powers lawfully and proportionately, focusing on maintaining public trust. Serious and Organised Crime Officers from Lanarkshire’s Proactive Crime Team (PACT) deliver disruption through targeted proactive investigations focused on locally identified threats, vulnerabilities and organised criminality. Using intelligence-led tasking, they identify and pursue offenders linked to serious and organised crime, exploitative offending and repeat antisocial behaviour, applying enforcement, safeguarding and problem-solving tactics to interrupt criminal activity at an early stage. A key element of this disruption activity is effective partnership working. PACT officers work closely with local authority services, housing providers, health partners, community organisations and specialist policing units to share intelligence, coordinate interventions and reduce opportunities for harm. This approach ensures enforcement action is reinforced by preventative and diversionary measures, delivering sustainable outcomes for communities. The establishment of a pan-Lanarkshire Serious Organised Crime (SOC) Partnership Tactical Group strengthens this impact by providing a structured forum to align local policing activity with wider specialist capabilities. Through this group, partners collectively assess emerging threats, agree tactical priorities and deploy coordinated disruption plans. This enables officers to contribute directly to broader SOC outcomes, ensuring local intelligence informs strategic decision-making and that partnership-led interventions are targeted, proportionate and effective. Overall, PACT officers play a critical role in disrupting criminal networks, preventing escalation into serious harm, and maintaining community confidence by embedding proactive investigation within a strong, collaborative partnership framework. The individuals targeted employ increasingly sophisticated and technological based means of furthering their criminality, presenting operational Page 215 of 348
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 2025-2030 21 challenges for Police Scotland to intercept and evidence their criminal practices. Community based reporting continues to provide Police with the most effective means to disrupt organised criminality. Hate Crime The Lanarkshire Preventions Team and Equality Diversity and Inclusion (EDI) Team have delivered community engagement events to build trust and encourage reporting, whilst providing reassurance to affected groups. Preventative measures have been prioritised, including educational inputs across community groups. Further educational inputs are delivered to students, outlining the impacts of hate crime, and how to safeguard themselves when out in the community. Police Scotland Equality Diversity and Inclusion (EDI) Team focuses more on support for affected groups/individuals and ensuring access to services. BSL awareness days for officers have been carried out focusing on lived experiences and community integration. Meetings with Scottish Refugee Council have taken place to identify current concerns/trends. Regular contact is made with Gypsy, Roma Traveller community advocacy service to improve relations. An in-depth review has now been completed, with the next phase focused on identifying opportunities to enhance both the effectiveness and accessibility of third-party reporting arrangements. This work includes the development and refinement of guidance documents for reporting centres, alongside clearly defined role profiles to support consistency, accountability and best in- service delivery. The overall aim is to strengthen engagement with communities, improve confidence in reporting mechanisms, and support a more informed and coordinated response to hate crime through effective education and enforcement. Once this work has been finalised, dedicated implementation sessions will be arranged to ensure officers and partner organisations are fully supported in adopting and embedding the proposed changes. Housebreaking Lanarkshire Police Officers undertake targeted investigations into housebreaking by identifying repeat locations, emerging trends and prolific offenders through detailed crime pattern analysis and local intelligence. These investigations are proactive and victim-focused, combining high-visibility patrols, surveillance, plain-clothes activity and targeted stop and search where appropriate. Page 216 of 348
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 2025-2030 22 Officers work closely with Proactive Crime officers, CID, forensic services and community partners such as housing providers to both detect offenders and reduce repeat vulnerability at affected addresses. This approach delivers disruptive outcomes by apprehending suspects, recovering stolen property and implementing preventative measures that reduce repeat housebreaking and increase community reassurance. In recent week Lanarkshire Police have stood up an initiative with a team exclusively dedicated to the investigation of acquisitive offending which is assessed as likely linked to Serious and Organised Crime. The volume of offending and differing nominals involved in this criminality presents significant challenge. A new central repository for information and investigation management of these offences is being trialled to assist in these areas. A streamlined and targeted forensic strategy has also been developed with National Forensic Services to assist in rapid nominal identification. Lanarkshire proactively deploys plain clothed and roads policing resources to identify and intercept vehicles utilised by travelling criminals and target hardening the Division against these offenders. Vehicle Crime The Automatic Number Plate Recognition (ANPR) network, both mobile and static are a pivotal tool used by Road Policing and Divisional Officers to detect and deter criminal use of the road network and to also give a focus on education and enforcement of offences. Road Policing based in Lanarkshire has access to 3 ANPR equipped vehicles and are assisted by Divisional vehicles that can be utilised. The equipment has been used on an almost daily basis to anticipate the movement of offending vehicles, the ANPR application is monitored by Service Overview (SOV) and supervisors within Road Policing Lanarkshire. Police Officers will soon have access to live time notifications via their handheld mobile device which will further enhance coverage and response times to emerging threats. Challenges in relation to vehicle crime include ageing equipment and the upkeep of current equipment and ANPR licences. Police Scotland has also advanced the Park Mark Safer Parking Scheme throughout Lanarkshire which helps reduce crime in car parks and the fear of crime for drivers and passengers. Supply of Drugs use and Drug Use Page 217 of 348
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 2025-2030 23 As part of Lanarkshire Division’s commitment to safeguarding our citizens through tackling substance induced harm, intelligence development and proactive policing of those involved in the supply of drugs, remains a priority. Over the reporting period there were 3,473 intelligence logs assessed in relation to drug supply in North Lanarkshire. This marks an increase of over 8% in the number of drug supply intelligence logs compared to the previous year (3,206 logs for 2024/25). 324 crimes were recorded, relating to the production, manufacture, cultivation and supply of drugs, this was an increase of nearly 3% on the previous year (315 crimes for 2024/25). This demonstrates the positive impact of local intelligence development and proactive policing during the reporting period. Police Scotland have strengthened our coordinated approach to substance misuse, through education and harm reduction across both community and educational settings. A close working relationship with Turning Point Scotland has enabled the delivery of regular outreach activity, including joint awareness stalls, targeted engagement, and the expansion of Take-Home Naloxone (THN). This has been supported by increased public visibility using local media. This is further complimented by the ongoing collaboration with Phoenix Futures, ensuring accessible drop-in support with targeted inputs being delivered to Kinship and foster carers to assist young people in their care. Structured drug awareness workshops continue to be delivered within schools, utilising practical and visual resources to enhance understanding of multi-substance use and the associated risks. Priority 4: To reduce harm from problematic alcohol and drug use North Lanarkshire Alcohol and Drug Partnership (NLADP) commissions Tier 2 treatment support in North Lanarkshire via Phoenix, Building Futures offering support for people who use alcohol and other drugs providing support. In total, 989 supports were provided in 2025. Shifting drug trends and increased need has meant the service is operating with a waiting list. There has been increased Cocaine referrals this year and in each quarter. NLADP has commissioned additional counselling capacity to respond to local needs. There is a target to ensure 90% of those requiring treatment are seen within 3 weeks from initial referral. This service is due for retender in 2026. Page 218 of 348
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 2025-2030 24 The Service has noticed an increase in individuals disclosing previous experience of sexual abuse and/or trauma. Service has initiated links with Moira Anderson Foundation to discuss how best to support. The service experienced some challenging and aggressive behaviour from individuals either accessing the service or assessed as unsuitable for the service and referred to more appropriate specialist tier 3/4 supports. The ADP Early intervention and prevention (EIP) sub-group met 4 times in 2025/26 to shape and deliver a programme of work focussed on improving EIP efforts. There are key representatives from all sectors and agencies shaping this work with links to family support planning structures within NLC. 111 referrals received for Barnardo’s Axis support for young people service in 2025/26. Barnardo’s Crisis fund enabled support for 22 families to access appropriate clothing, furnishings and fuel. More support required for younger people around mental health and substances ensuring young people and families and those at risk of developing substance use issues are engaged and supported as early as possible. Support for under 11s has been noted as a concern for North Lanarkshire in 2025 however, more work required to understand the statutory support and responses required. The Barnardo’s Axis service is due for retender in 2026 and consultation is underway to share this work. NLADP Resource support some of the actions linked to the VAWG partnership. In 2025, multiple training and learning sessions were delivered. Learning is primarily for ADP Commissioned Services staff/stakeholder and delivered using a blended learning approach with some sessions face to face and some delivered via Microsoft Teams. In terms of key deliverables agreed, the team will continue to develop and deliver the programme of training noted below for ADP commissioned services. Training sessions were scheduled to run throughout the year and are managed by the team, promoted and evaluated with all information shared with NLADP via quarterly reporting cycles. • Domestic Abuse and Substance Use • Safe & together multiagency • Rape and sexual assault training • Commercial Sexual Exploitation Landed/Community Learning and Development supporting a programme of work in 2025, reaching 120 staff, 74 young people, 82 parents/carers. Landed is no longer operational in North Lanarkshire due to ongoing funding constraints and challenges in the sector. In relation to Contextual Safeguarding/ children in conflict with the law, ADP supports a programme of work to engage with those at risk. This was extended in 2025 with matched funding via Barnardo’s from the Corra Foundation to support children, young people and their families. Page 219 of 348
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 2025-2030 25 ADP is represented on Child Protection Committee (CPC)/Adult Protection Committee (APC) with commissioned services all having processes and protocols in place to feed into statutory processes and learning reviews, as required. Support for those using alcohol and possible identification of those with executive functioning limitations due to alcohol consumption and Alcohol Related Brain Damage (ARBD) was noted as an emerging priority from the Alcohol Summit hosted by NLADP in April 2025. Work will be required to evidence and support great workforce knowledge and awareness for screening and support for ARBD in the Alcohol treatment action plan 2026 - 2030. Programme of workforce development & training calendar in place based on Work Force Development priorities identified by stakeholders and partners. In total, NLADP offered 36 training and learning opportunities with 368 people attending training organised by ADP in 2025/26 including rights-based training, enhanced alcohol awareness, family inclusive practice Scottish Drug Forums Harm reduction, current drug trends and various other opportunities. Public Health Approach to Justice group met 4 times in 2025/26 with a development session held on 13th March 2026 to renew priority actions for 2026/27. This group oversees the work of the ADP linked to Arrest referral, Drug and Alcohol Solutions Courts, Drug Testing and Treatment Orders (DTTO) and Contextual Safeguarding for identifying and supporting children at risk of conflict with the law. Support in now in place for families to access help commissioned via the ADP offered by Barnardo’s and Phoenix Futures. Total family members supported was 679. Family Inclusive Practice is not fully embedded across all Addiction Recovery and Treatment services. Further work is required across Teir 3 statutory treatment to consistently support Family Inclusive Practise interventions, where appropriate, to all localities. This remains a priority for the ADP in 2026/27. Harm Reduction and Drug Related Deaths Programme of work was established in 2022 and linked to Drug Death Prevention workstreams to make Take Home Naloxone (THN) available to those who wish to carry. This is supported via all commissioned services with training offered routinely. In the reporting period, 400 naloxone kits distributed, 255 new and 145 resupplies,138 Nyxoid and 66 Pebble were supplied. 148 staff and 104 clients/families were trained. 41 Naloxone saves reported, 48 Naloxone administered by the Scottish Ambulance Service and 30 individuals who experienced a Near Fatal Overdose (NFO) were issued with Take Home Naloxone (THN). The Naloxone group to be re-started with action plan being updated for 2026/27 by the ADP support team, Harm Reduction and commissioned services. Page 220 of 348
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 2025-2030 26 Lanarkshire Licensing Team and North Lanarkshire Licensing Standards Officers (LSO’s) have an excellent working relationship which facilitates regular joint operations. Together, they carry out robust visits to problematic off-sales premises to provide practical and tactical advice to Personal License holders and all staff working within these premises Through positive engagement these premises are educated on campaigns and initiatives relevant to alcohol misuse and encouraged to participate. The “It’ll Cost You” campaign ran between 30th June – 11th August 2025. The aim of the campaign was to raise the awareness that proxy purchase is a criminal offence which carries a fine of up to £5000 or up to 3 months imprisonment, or both. By raising awareness of the consequences of proxy purchase, the aim is to reduce the number of attempted purchases of alcohol for children, reduce crime and acts of anti-social behaviour in North Lanarkshire. A total of forty-three licenced premises participated in the campaign, using community officers, social media and local press to promote it. Police Scotland Youth Volunteers were also utilised to deliver literature to several public buildings. In total over 150 flyers were posters and window signs were distributed. This re-education process has had a positive outcome with no persons being reported to the Procurator Fiscal for the purchase of alcohol by or for a child or young person under Section 105 Licensing Scotland Act 2005 in 2025 in North Lanarkshire. Lanarkshire Licensing continue to work in partnership with Community Policing colleagues, Trading Standards, and Community Alcohol Partnership (CAP) to conduct integrity testing within licensed premises throughout North Lanarkshire. Alongside diversionary work, the Community Policing Team has undertaken proactive enforcement activity, including test purchasing operations for alcohol and vapes in partnership with the local authority. This approach reinforces retailer accountability and encourages responsible shop owners to comply with licensing legislation when selling alcohol and tobacco products. Police Scotland have an established, intelligence led approach in partnership with the North Lanarkshire Alcohol and Drug Partnership (NLADP) to monitor emerging drug and alcohol trends and align interventions accordingly. Routine meetings allow for vital information sharing, improving collective ability to respond dynamically and coordinate prevention work and enforcement where necessary. Strong partnership working has developed with Turning Point Scotland which allows for community engagement, raising awareness of harm reduction measures, particularly the benefits of Naloxone. Through targeted events and outreach, Take Home Naloxone has been expanded to include individuals and families at risk, ensuring timely access to live-saving interventions. This integrated approach reduces harm and reinforces clear pathways into appropriate support services Page 221 of 348
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 2025-2030 27 Priority 5: To tackle Gender Based Violence and protect people at risk of harm Lanarkshire Division continues to maintain strong working relationships with partner and third sector organisations including: ASSIST, Women’s Aid and Lanarkshire Rape Crisis Centre (LRCC) to support vulnerable victims of domestic abuse and improve their criminal justice journey’s. Police engage with Violence against Women and Girls partners at both strategic and operational levels across Lanarkshire as we seek to continuously improve our service delivery in relation to domestic offending and gender- based violence. A second highly successful ‘Pamper Day’ was organised in partnership with North Lanarkshire College- Coatbridge and local businesses. This was supported by Assist, Women’s Aid, Aura, and other advocacy groups. The event was well attended and allowed officers to deliver key messaging around domestic abuse and gender-based violence to target audiences. Lanarkshire Division continue to undertake internal/external training and community engagement to improve awareness, discourage offending and increase reporting from all sections of our community. Lanarkshire Division continue to proactively report positive outcomes across social media platforms to further improve victim confidence to report crimes and highlight action taken against offenders. Lanarkshire Division continues to champion awareness of the Domestic Abuse (Scotland) Act 2018 through training, partnership working and a victim-centred approach to policing. The Division remains committed to improving officer understanding of coercive and controlling behaviour, recognising that domestic abuse extends beyond physical violence to include psychological, emotional, financial and sexual abuse. Officers across Lanarkshire are supported through national training programmes including initiatives that aim to docus on patterns of coercive control and understanding the lived experiences of victims and children affected by the abuse. The Division also promotes trauma-informed practice to ensure victims are treated sensitively and supported throughout investigations. Regular secondment opportunities are offered to develop knowledge across the Division. Lanarkshire Division continues to work closely with partners agencies including the Crown Officer and Procurator Fiscal Service to strengthen safeguarding and improve outcomes for victims. The Lanarkshire Preventions Team have provided a coordinated roll out of targeted inputs focusing on domestic abuse and healthy relationships, aimed at senior pupils as they approach key transitional stages. These sessions are designed to build awareness, challenge harmful attitudes and promote respectful behaviours, whilst providing clear information on consent, coercion and support Page 222 of 348
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 2025-2030 28 pathways. This forms part of a broader early intervention strategy, equipping young people with the knowledge and confidence to make informed choices, whilst highlighting the impact of harmful behaviours on others. Priority 6: To reduce harm from unintentional injury and fire. Evidence tells us: • There has been a decrease in accidental dwelling fires down by 4% over the period 2024/25 to 2025/26 with 200 accidental dwelling fire incidents compared to 208. The five-year period of 2021/22-2025/26 average was 231 incidents, so the 2025/26 figures reflect a 14% decrease during this period. • The main source of ignition from accidental dwelling fires remains cooking appliances (51.5%), with the kitchen being the location of fire start in 59% of incidents. Distraction is the leading human factor at 31%, with alcohol/drug impairment suspected in 13.5% of accidental dwelling fires. • Most accidental dwelling fires were in Motherwell Southeast & Ravenscraig, with 20 fires. This is 10% of all ADFs in North Lanarkshire. • Accidental dwelling fire casualties have reduced slightly from the previous year, down from 52 to 50. • Fire fatalities continue to remain low. North Lanarkshire recorded 1 fire fatality in 2025/26, unchanged from the previous year. • Most injuries from accidental dwelling fires were minor, with 26% of casualties receiving a precautionary check, 22% rescue only, 16% receiving first aid at the scene and 30% of casualties who attended hospital sustaining slight injuries. • Most fire casualties in North Lanarkshire have been in the 17-29 age group, with 9 casualties in this bracket. • In comparison to the previous year (2024/25), deliberate fires (primary) have increased (16% increase) and deliberate fires (secondary) have also increased (18% increase). Most deliberate fires remain secondary. • Fires in non-domestic properties have reduced the past year from 2024/25 to 2025/26 (41% reduction). • The number of malicious calls has increased by 23% in the past year from 2024/25 to 2025/26. • SFRS attendances at deaths by unintentional injury in North Lanarkshire have decreased during the period 2024/25 to 2025/26 from 94 to 76, a decrease of 19%. • SFRS attendances linked to falls among those aged 60 and over have reduced from 18 to 12, a decrease of 33%. Progress on our Key Actions: Page 223 of 348
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 2025-2030 29 Accidental Dwelling Fires High Risk Home Fire Safety Visits continue to be prioritised and the supply and fit of appropriate smoke/heat detection as require During 2025/2026, 897 Home fire safety smoke and heat detection were supplied and fitted in North Lanarkshire. Alongside detection installation, cooking safety advice is provided to residents where cooking practices have been identified as a risk factor. SFRS also continues to deliver risk recognition training to partner agencies, building their capacity to identify individuals most at risk from fire and supporting timely referrals to the Service. Following a change to the SFRS internal HFSV system, automatic referrals from North Lanarkshire Council partners cannot currently be processed as originally designed. This is an ongoing issue and SFRS will update partners as soon as a go-live date for the revised process is confirmed. Antisocial Fire Related Behaviour SFRS monitor all fires daily to identify emerging trends. Operational Crews contact the SFRS Community Action Team and Local Area Liaison Officer to highlight any problem areas and concerns. SFRS also use mapping software to aid analysis and report immediate concerns to local Police Teams for their information and action. Police also receive a monthly deliberate fire report including co-ordinates of all fires. Schools in High-Risk Areas are offered class based Anti-Social Behaviour talks to S2 students (34 talks to over 1500 Young People) and Bonfire Talks to S1 students (21 Talks to 900 Young People). Making privately owned derelict properties secure can be a difficult process. Fire Reach Programme for Young People Within North Lanarkshire, Scottish Fire and Rescue (SFRS) conducted 38 Fire Reach courses and in doing so engaged with around 270 young people with most participants receiving an SCQF accredited Fire Skills Employability award. SFRS will continue to utilise the Fire Reach programmes to engage with young people across North Lanarkshire. The Fire Reach programme will continue to target schools with a high instance of secondary fires and focusing on care experienced groups and areas of deprivation during the school holidays. Page 224 of 348
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 2025-2030 30 The minibus previously donated to SFRS for FireReach use by NLC has experienced several issues as it increases in age however SFRS have managed to utilise their own vehicles in its absence to ensure continuation. Police Scotland Lanarkshire Preventions Teams and SFRS have continued to jointly deliver a coordinated roll out of the Junior Fire Reach Programme, ensuring consistent engagement with S1 pupils at an early intervention stage, embedding key safety messages and promoting positive decision making at a critical point in young people’s development. Inputs are increased and intensified in the lead up to Operation Moonbeam (Bonfire Night) due to the dangers associated with fireworks and antisocial behaviour. Further inputs are being delivered to other year groups to ensure a consistent approach. Fire Safety Support and Education Within North Lanarkshire, Scottish Fire and Rescue (SFRS) deliver Fire Safety Support and Education (FSSE) on an ongoing basis. During the reporting period, 4 young people from North Lanarkshire were referred from Partner Agencies for concerns around deliberate fire setting and one young person’s parental/guardian provided consent for SFRS to speak to their young person. Fire Setter interventions are delivered by the Community Action Team. All multi-storey tower blocks within the North Lanarkshire Council area continue to receive quarterly visits from Scottish Fire and Rescue Service operational fire crews, with each building visited on four occasions throughout 2025/26. SFRS Fire Safety Enforcement personnel continue to engage directly with Tower Services. Enforcement personnel and operational crews utilise operational awareness visits and multi-storey inspection visits. Fire crews complete a High-Risk Domestic Building Visit Checklist ensuring that all fire stop measures and active and passive fire safety measures are in place. Completed checklists are submitted to NLC Tower Services for action and remediation where required. SFRS will continue to work with partners and the local authority to ensure the safety of multi-storey tower blocks. Risk Recognition/Hazard Awareness Training sessions were delivered to 81 members of staff from NLC and Partner Organisations. Staff can use this training to identify fire risks and take immediate action to reduce risks. Also, then to refer to SFRS for Home Fire Safety Visits for the people involved. 7 General Fire Safety Presentations delivered to 100 members of public at community organisations. Page 225 of 348
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 2025-2030 31 Unwanted Fire Alarms North Lanarkshire Fire Crews, supported by NL based SFRS Fire Safety Enforcement Officers continue to implement the Unwanted Fire Alarm Signals (UFA) policy which is designed to drive down re-attendance at properties through proactive and reactive measures. SFRS attended 482 UFAS incidents within North Lanarkshire for this period. There has been a small increase in Unwanted Fire Alarm attendances by SFRS this year. Lanarkshire area Local Senior Officers (LSO) have put in place a plan to ensure that the SFRS Unwanted Fire Alarm Signals Policy is implemented robustly and further training for crews and businesses has taken place and will continue throughout 2026/27. Emergencies Attended North Lanarkshire fire crews attended 4,678 incidents in 2025/26. These varied greatly in variety including fire, flooding, road traffic collision, hazardous materials, extrications, working from height, forced entry and humanitarian assistance, as well as responding to Automatic Fire Alarms. SFRS will continue to train and respond to find new and innovative ways to keep communities safe. Scottish Fire and Rescue Service has identified a growing trend in relation to entry to premises resulting from falls or other medical emergencies. Active Health For this reporting period, NLC Active Health, received 5518 new referrals to the programme, which is an increase of 596 on the previous year. Physiotherapists, GPs, Practice Nurses, Health Visitors, NLC Criminal Justice and Addiction Services provided the top 6 referral pathways. Specialist Health Classes received 2241 referrals an increase of 743 on the previous year and the majority of these referrals were for Strength and Balance classes. Active Health & associated programmes are being rebranded to Active 4 Life (I & II), Active 4 Life Maintenance and Active 4 Life (Weigh to Go). Promotion of the strength and balance classes and the wider Active Health programme continues to both the public and the wider workforce. The Get Walking Lanarkshire programme continues to expand and is well attended across North & South Lanarkshire (15 walks in North Lanarkshire and 22 in South), with a cumulative number of walkers of 13,856 for 2025/26 (2,544 more than the previous year). Page 226 of 348
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 2025-2030 32 There were 6046 participants in North walking groups. Walks are available to all people regardless of the area they live in, so many people attend walks in various areas. Community Solutions Improving Lives Initiative (ILI) and Macmillan’s Improving the Cancer Journey (ICJ) programme of work supports people in North Lanarkshire and is hosted within North Lanarkshire Disability Forum. People with long term conditions and those diagnosed with cancer are being supported by a team of 8 Community Connectors who provide practical, community and emotional support. Over the reporting period 25/26, a total of 1765 people benefited from the services (ILI 795 & ICJ 970) an increase from 2024. The Tackling Poverty Team, Active NL, The Health & Wellness Hub and NLC Social work and wider community resources are the top referred to services. Home Safety The Falls Strategy has concluded and is now part of the Frailty and Ageing Programme Board. Current data on falls indicates that the prevention measures remain effective, with performance both stable and improving. The falls prevention team regularly advises older adults about home risks that may lead to falls and offers practical solutions. Common causes of falls include trip hazards, poor lighting, and inadequate support in areas such as floors, stairs, and bathrooms. Making these simple changes, can enhance safety and independence for older adults, significantly reducing the likelihood of falls and hospital visits. The Falls team remains a very small staffing resource. Health Visitors (HV) and Family Nurse Partnership (FNP) raise awareness on the importance of keeping infants and children safe during all 11 Universal HV Pathway visits. Child safety, including unintentional injuries and home safety are assessed and discuss at every GIRFEC Wellbeing Assessments. Information provided is relevant to age and stage of development, this includes: • Safe sleep/Prevention of Sudden Infant Death (SID). • Raising awareness of key parenting issues which impacts safety i.e. the risks exposure to second hand smoke and substance • misuse can have on their new-born baby and family. • Advice on home safety in relation to accident prevention, this includes blind safety, use of safety gates and safe storage of batteries, • cleaning products and medications. • Where required HV/FNP can refer to Fire Brigade Service for safety assessment. • HV/FNP can also refer to Housing to support families when home conditions impact safety of children. • Parent/carers are signposted to the Safety section in the ‘Ready Steady Baby/Toddler book or website/app. Page 227 of 348
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 2025-2030 33 • HV/FNP can refer families to 'Tackling Poverty' team should they require financial assistance to provide safety measures within their home. Suicide Prevention NLC Schools and Senior Management attend 8 weekly Suicide Prevention Partnership Board meetings. NLC works with partner agencies, NHSL Health Improvement, Clinical Psychology, Police Scotland, Scottish Fire Rescue Service (SFRS) and NLC Corporate Communications in relation to Suicide Prevention. Lifelines procedures are now developed, training programmes completed with Education staff including primary schools. Suicide awareness training continues to be provided to school pupils over the age of 14 years. A wide range of inputs have been developed across North Lanarkshire including Counselling Services in all schools, Road Map to Recovery, Play and Art Therapy availability, Let’s Introduce Anxiety Management (LIAM), Seasons For Growth, Distress Brief Interventions (DBI) pilot with school-aged children (14-16), and Kooth which offers online support for children and young people, (24 hours per day, 7 days per week), self-help resources, community support and 1-1 support. Over the reporting period, 339 North Lanarkshire Council staff attended a range of training programmes, 65 attended Scottish Mental Health First Aid, 145 attended safeTALK; 58 attended ASIST training; 19 attended Suicide ALERT which was also provided to Education staff as part of their Lifelines Training; and ASK TELL training where 52 attended. In addition, 49 external staff participated in ASIST training including: NHSL, Scottish Fire & Rescue, Police Scotland, Life Link, One Parent Families, Lanarkshire Links, Befriend Bellshill, SAMH, Key, Ponies Help Children, Tony’s Safe Place, Sakoon Minds, Potential Living, Scottish Autism, LAMH, Aspire. 11 external agencies participated in SafeTALK training which included: NHS, Police Scotland, Life Link, LAMH, VANL. 12 external agencies participated in Scottish Mental Health First Aid (SMHFA) included: NHS, One Parent Families, Lanarkshire Links, Routes to Work. 2 external agencies participated in Suicide ALERT, Lanarkshire Links, Potential Living NL Mental Health & Suicide Prevention Trainers also provided SafeTALK for Foster Carers in May 2025 and provide Suicide ALERT as part of the Lifelines Protocol training run by Education & Families for teaching staff. Page 228 of 348
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 2025-2030 34 NLC continue to deliver 5-6 ASIST Training courses every 12 months however, there is uncertainty regarding the future of ASIST Training. Although 24 new trainers underwent training in April 2025, NLC were unsuccessful in securing places for the 2 nominees that were put forward. Since January 2026, there have been no new T4T ASIST Training courses have been identified and NLC now has 1 full time ASIST Trainer. This is an issue as 2 ASIST trainers are required to deliver ASIST training. Currently, to meet demand for ASIST training North Lanarkshire “buy in” external ASIST trainers to assist with the roll out of these courses which has an impact on the Suicide Prevention Budget. By increasing awareness and understanding of suicide, we can direct people their friends and families to the appropriate support at the right time. North Lanarkshire Corporate Communications continue to focus on groups most at risk of suicide and those hardest to reach, by using a suicide-safer community approach that aims to build communities that talk openly and freely about suicide, promoting wellness and mental health and supporting those bereaved by suicide. North Lanarkshire Council has delivered two targeted suicide prevention campaigns in response to local intelligence. One campaign focused on individuals aged 35 and over, using YouTube and Facebook, whilst 16–25 age group focus via Snapchat and YouTube. These digital campaigns have achieved significant reach, generating nearly 3 million impressions and over 26,000 click-through to the Council’s suicide prevention webpage from platforms including Google, Snapchat, Instagram, Facebook, and TikTok. In addition to online engagement, bus shelter digital advertising continues across 17 North Lanarkshire sites, supported by static posters. The Feel Well NL campaign runs seasonally in November, January, and March, promoting mental wellbeing and encouraging use of local amenities such as country parks, leisure centres, and cultural facilities. The Winter Well campaign and booklet ran throughout December 2025 to February 2026. These initiatives aim to engage residents, reduce stigma, promote wellness, and encourage timely access to support services. There is a focus to educate individuals their family and friends on how to offer support and signpost people to appropriate support at the right time, including the Samaritans, Breathing Space, Kooth and Childline. We aim to improve awareness across local communities in North Lanarkshire, and address the stigma attached to talking about suicide. We have launched a ‘Let’s Talk’ badge, which is used as a tool to encourage people to initiate conversation and help to remove barriers to accessing support. Given the complexity of this issue, delivery of inputs is embedded within wider inputs on Cyberbullying / Bullying, enabling young people to understand the impact of harmful behaviours on emotional wellbeing whilst creating safe opportunities for discussion. This approach supports resilience building and encourages students to seek help, should they find themselves affected by the topic or Page 229 of 348
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 2025-2030 35 low moods. Due to the sensitive nature, consideration must be given to any expansion ensuring that any further inputs are proportionate, trauma informed and supported by clear pathways into appropriate support. Lanarkshire’s Tobacco Control Strategy The Lanarkshire Tobacco and Vaping Programme Plan continues to be delivered, which directly responds to key recommendations set out in the Scottish Government’s Tobacco and Vaping Framework: Roadmap to 2034 (November 2023) and Public Health Scotland’s Review of Smoking Cessation Services in Scotland (September 2023). This work supports the Scottish Government’s ambition to become tobacco free by 2034, defined as a smoking prevalence of less than 5% across the population. A suite of action plans has been developed to support delivery of the programme plan, with a particular focus on people and place, including, Pregnancy; Secondary Care; Mental Health; Communities within the most deprived 40% SIMD areas and Community Pharmacy. Over the reporting period, smoking prevalence in North Lanarkshire has continued to decline. The most recent data (2024) shows a prevalence rate of 13.2%, compared to 13.1% across Scotland overall. Smoking prevalence remains disproportionately higher in areas of greater socio-economic deprivation. For the 2025/26 financial year, national reporting on smoking cessation quit attempts and successful quits is currently only available for Quarter 1 and Quarter 2. This is due to the standard national data collection, validation, and publication timetable used by Public Health Scotland. From 1 April 2025 to 30th September 2026, there were 930 quit attempts across North Lanarkshire (excluding secondary care). Of these, 263 individual’s self-reported quitting at 12 weeks, representing a 28% quit rate. Of the total quit attempts: • 705 were delivered through community pharmacy, with 148 successful quits (21% quit rate). • 169 were delivered through community stop smoking services, with 93 successful quits (55% quit rate). In addition, 56 quit attempts were recorded within secondary care settings at University Hospital Monklands and University Hospital Wishaw. Of these, 22 individuals self-reported quitting at 12 weeks, equating to a 39% quit rate. During the reporting period, Page 230 of 348
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 2025-2030 36 • Referral pathways through partnership working with Health and Social Care Partnerships, third sector organisations, and local communities have continued to be strengthened. • Improved the availability and accessibility of stop smoking clinics within the 40% most deprived areas of Lanarkshire has continued to be improved, with seven new community clinics established and further expansion planned for 2026–27. • Worked closely with community pharmacies to support staff development, improve data recording, and enhance service performance. • Delivered a range of tobacco control initiatives targeting families with young children, promoting smoke free environments and reducing exposure to second hand smoke, including programmes such as Jenny and the Bear (P1 schools). • Commissioned the JRS Research Consortium to undertake an in-depth review of current practice across community pharmacies in NHS Lanarkshire. • Worked in partnership with the University of Stirling and the University of Glasgow to test the use of nicotine replacement therapy to support smoke free homes and reduce children’s exposure to second hand smoke. • Collaborated with Parent Action for Safe Play (PASP), Coatbridge, to address vape related waste issues in and around the community centre. • Increased demand for stop smoking services through local and national campaigns raising awareness of the harms associated with tobacco and vaping. • Launched the NHS Lanarkshire Quit Your Way webpage, providing clear, accessible information and support to help people stop smoking. • Tobacco, second-hand smoke and vaping training requests have been responded to with training delivered to over 250 staff including: student nurses, early years students, vaccination teams, Money Matter teams and staff from partner organisations. There is a need to increase referrals from Health and Social Care Partnerships, and wider community partners is a key lever for improving quit outcomes and strengthening overall performance against LDP targets. The Quit Your Way (QYW) Stop Smoking Service plan to establish a designated workspace within University Hospital Monklands (UHM) to support more efficient service delivery and strengthen partnership working with secondary care staff. However, there is a need to improve consistency in data entered into the PCR system to avoid potential impact on performance reporting to the Scottish Government. The QYW Pharmacy Support Team are providing ongoing support in relation to this. Page 231 of 348
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 2025-2030 37 Priority 4: To tackle Gender Based Violence and protect people at risk of harm Evidence tells us • The number of domestic abuse incidents reported to Police Scotland between 2024/25 and 2025/period. • Violence Against Women Working Group (VAWG) provides services which include NHS Lanarkshire, Gender Based Violence Services, Women’s Aid, ASSIST, Social Work and Housing. • In the reporting period 448 cases were discussed at North Lanarkshire MARAC. Progress on our Key Actions: Disclosure Scheme for Domestic Abuse Disclosure Scheme for Domestic Abuse Scotland (DSDAS) is an important preventative tool in tackling domestic abuse and its use continues to grow year on year within Lanarkshire Division. The introduction of DSDAS has made significant changes and improvements to the violence against women landscape. It gives people the right to ask and police the right to tell individuals at risk of domestic abuse about the history of their partner. It also allows concerned relatives and friends, the right to ask about someone’s partner. DSDAS allows people to make an informed choice about whether to remain in the relationship. Applications continue to rise with a 7.9% increase year on year. Lanarkshire Division figures below from April 2025 to March 2026: During the reporting period, there were 987 DSDAS applications an increase of 73 (7.99%), Of these applications, there was a 1% increase in applications through ‘Power to Tell and a 16% increase in applications submitted through ‘Right to Ask’. This increase can be attributed to the promotion activity conducted by the division within the local community, education establishments and online. A weekly Decision-Making Forum (DMF) is chaired by the Divisional Detective Superintendent (DSU) or in his absence Detective Chief Inspector Public Protection Unit where Police and two partner agencies discuss DSDAS submissions and authorise their subsequent disclosure. The Domestic Abuse Safeguarding Team (DAST) undertake the prompt delivery of these disclosures in line with the legislative requirements to ensure equitable service delivery across Lanarkshire Division. Page 232 of 348
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 2025-2030 38 Sexual Assault Response Co-ordination Service (SARCS) continues to be promoted by specialist Sexual Offences Liaison Officers during victim engagement. The continued increase in DSDAS applications brings an associated resourcing challenge to facilitate the scheme and ensure statutory timescales are maintained. Domestic Abuse (Scotland) Act Lanarkshire Division continues to champion awareness of the Domestic Abuse (Scotland) Act 2018 through training, partnership working and a victim-centred approach to policing. The Division remains committed to improving officer understanding of coercive and controlling behaviour, recognising that domestic abuse extends beyond physical violence to include psychological, emotional, financial and sexual abuse. Officers across Lanarkshire are supported through National training programmes including initiatives that aim to docus on patterns of coercive control and understanding the lived experiences of victims and children affected by the abuse. The Division also promotes trauma-informed practice to ensure victims are treated sensitively and supported throughout investigations. Regular secondment opportunities are offered to develop knowledge across the Division. Lanarkshire Division continues to work closely with partners agencies including the Crown Officer and Procurator Fiscal Service to strengthen safeguarding and improve outcomes for victims. The Lanarkshire Preventions Team has provided a coordinated roll out of targeted inputs focusing on domestic abuse and healthy relationships, aimed at senior pupils as they approach key transitional stages. These sessions are designed to build awareness, challenge harmful attitudes and promote respectful behaviours, whilst providing clear information on consent, coercion and support pathways. This forms part of a broader early intervention strategy, equipping young people with the knowledge and confidence to make informed choices, whilst highlighting the impact of harmful behaviours on others. Page 233 of 348
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 2025-2030 39 Safe and Together A new Safe and Together Coordinator was appointed in August 2025. Funding from the Scottish Government has been confirmed until 2028 to support the ongoing implementation of Safe and Together across North Lanarkshire. Regular training opportunities continue to be offered to multi-agency practitioners who work with children and families experiencing domestic abuse. Over the reporting period a total of 169 practitioners from a variety of services, including, social workers, health visitors, housing officers and educational psychologists, have attended CORE, Overview and Supervisor training. Briefing sessions have also been held with Police Scotland and Panel Members for the Children’s Hearing System. Input has been delivered to child protection training, student social workers, carers and the Resettlement Team. A multi-agency file reading audit took place in November 2025 to identify what progress has been made following the implementation of Safe and Together. A total of 22 cases were considered with a focus on service records from Police Scotland, NHS Lanarkshire, North Lanarkshire Council Education and Children and Families and Justice Social Work. Positively, findings noted that 87% of cases read had at least some evidence of a documented pattern of coercive control and actions taken to harm the child/ren and 64% had at least some evidence of a clear and comprehensive documentation of the nexus between the parent perpetrating domestic abuse and the harm to the child/ren. Evidence of documenting partnering with the survivor is emerging with 77% of cases having a little or some evidence of this. The audit did, however, highlight areas for improvement. Results for efforts to find and engage with fathers was varied with 45% of cases having no evidence while 55% had a little or some. 68% of cases had no evidence when considering the father’s parenting across different domains. An action plan is being devised to support the continued implementation of Safe and Together, with a particular focus on holding perpetrators accountable for their behaviours and the harm they cause their child/ren. MARAC The Multi Agency Risk Assessment Conference (MARAC) has been in place in North Lanarkshire since 2005 and is now well- resourced through contributions from North Lanarkshire Council and North Lanarkshire Health and Social Care Partnership. This has resulted in a MARAC team based in Women's Aid South Lanarkshire and East Renfrewshire who support the running of MARAC meeting as well as carrying out a two-year evaluation and a programme of training available to all MARAC key services. A Page 234 of 348
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 2025-2030 40 pan Lanarkshire MARAC Steering group chaired by Police Scotland is now in place with a sub-group established to consider quality assurance. The North Lanarkshire MARAC annual report dated 1st April 2025 to 31st March 2026 identified that: • 663 referrals were received by the North Lanarkshire MARAC • 88% of all referrals into MARAC were allocated to a MARAC meeting • 448 cases were discussed at North Lanarkshire MARAC • 28.6% were repeat referrals • Of the cases discussed 97% of victims were female and 1.4% were male • The age of victims ranged from 15 to 85 years old, whilst for perpetrators it ranged from 16 to 90 years old. • 789 children were associated with referrals progressing to MARAC Lanarkshire Division continues to strengthen its MARAC approach through closer partnership working, earlier risk identification and a stronger focus on safeguarding victims of domestic abuse. Across Council areas dedicated officers are working alongside local authorities, Health Services, Housing providers, Social Work teams, Education and specialist advocacy organisations to improve information sharing and coordinated safety planning for high-risk cases. The focus remains on reducing harm, repeat victimisation and coercive or controlling behaviour. Current practice places greater emphasis on rapid referral pathways, trauma-informed engagement and ensuring victims relate to advocacy and support services at the earliest opportunity. MARAC discussions continue to focus on protecting adults and children, managing perpetrator risk and developing plans between agencies. Lanarkshire Division has a dedicated team working on this model, recognising that partnership led intervention is best delivered through a coordinated multi-agency response. Violence Against Women Strategy Lanarkshire Division continues to maintain strong working relationships with partner and third sector organisations including: ASSIST, Women’s Aid and Lanarkshire Rape Crisis Centre (LRCC) to support vulnerable victims of domestic abuse and improve their criminal justice journey’s. Police engaged with Violence against Women and Girls partners at both strategic and operational levels across Lanarkshire to continuously improve service delivery in relation to domestic offending and gender-based violence. A highly successful Page 235 of 348
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 2025-2030 41 ‘Pamper Day’ was organised in partnership with New College Lanarkshire, Coatbridge and local businesses supported by Assist, Women’s Aid, Aura and Hemat Gryffe Women’s Aid. Lanarkshire Division continues to undertake internal and external training and community engagement to improve awareness, discourage offending and increase reporting from all sections of our community. The Division also continues to proactively report positive outcomes across social media platforms and highlight punitive measures against offenders to further improve victim confidence to report crimes. Page 236 of 348
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 2025-2030 42 Annex – Summary of Progress on Community Safety Strategy Indicators. Community Safety Strategy Indicators Indicators Frequency 2024/25 2025/2026 Change 2024/25 to 2025/2026 Lead Source Number of antisocial contacts Annual 10065 9779 North Lanarkshire Council Number of antisocial contacts resolved Annual 9833 8952 North Lanarkshire Council Number of antisocial contacts due to domestic noise Annual 7023 7069 North Lanarkshire Council Number of antisocial contacts due to criminal activity Annual 1646 1451 North Lanarkshire Council Number of antisocial contacts due estate issues Annual 133 106 North Lanarkshire Council Number of antisocial contacts due to harassment Annual 1063 962 North Lanarkshire Council Number of antisocial contacts due to non- domestic noise Annual 51 43 North Lanarkshire Council g r i d Page 237 of 348
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 2025-2030 43 Indicators Frequency 2024/25 2025/26 Change 2024/25 to 2025/2026 Lead Source Number of overall crimes recorded Annual 31043 33845 Police Scotland Number of serious assaults Annual 228 223 Police Scotland Number of murders Annual 3 3 Police Scotland Number of robberies Annual 199 112 Police Scotland Number of hate crimes Annual 97 81 Police Scotland Number of vandalism and malicious mischief crimes Annual 2318 2323 Police Scotland Number of housebreaking thefts Annual 318 319 Police Scotland Number of detections for drugs, Annual 2042 1962 Police Scotland Page 238 of 348
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 2025-2030 44 Indicators Frequency 2024/25 2025/26 Change 2024/25 to 2025/2026 Lead Source Number of accidental dwelling fires Annual 208 200 Scottish Fire and Rescue Service Number of fire fatalities Annual 1 1 Scottish Fire and Rescue Service Number of fire casualties Annual 66 37 Scottish Fire and Rescue Service Number of deliberate primary fires Annual 152 177 Scottish Fire and Rescue Service Number of deliberate secondary fires Annual 1122 1328 Scottish Fire and Rescue Service Number of fires in non- domestic buildings Annual 79 47 Scottish Fire and Rescue Service Number of malicious calls Annual 56 69 Scottish Fire and Rescue Service Number of emergency hospital admissions due to unintentional injury (total) Annual 94 76 NHS Lanarkshire Number of emergency hospital admissions due to unintentional injury (under age 15 years) Annual 21 Data not currently available Data not currently available NHS Lanarkshire Number of emergency hospital admissions due to unintentional injury (aged 65 and over) Annual 61 Data not currently available Data not currently available NHS Lanarkshire Page 239 of 348
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 2025-2030 45 Number of emergency hospital admissions aged 65 and over due to falls Annual 1416 1495 NHS Lanarkshire Number of suicides (attended by SFRS) Annual 6 9 Scottish Fire and Rescue Service Page 240 of 348
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 2025-2030 46 Indicators Frequency 2024/25 2025/26 Change 2024/25 to 2025/2026 Lead Source Number of domestic abuse incidents reported to Police Scotland Annual 4209 3830 Police Scotland Number of referrals to VAWG specialist services Annual 102 127 Violence Against Women Working Group Page 241 of 348
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 2025-2030 47 Indicators Frequency 2024/25 2025/26 Change 2024/25 to 2025/2026 Lead Source Number of people seriously injured Annual 89 85 Scottish Government, Transportation Number of people slightly injured Annual 173 161 Scottish Government, Transportation Number of children killed* Annual 0 0 Scottish Government, Transportation Number of children seriously injured* Annual 15 20 Scottish Government, Transportation Number of people convicted of dangerous driving Annual 236 268 Police Scotland Number of people charged for disqualified driving Annual 105 127 Police Scotland Number of people charged of driving licence offences Annual 440 546 Police Scotland Number of people charged of driving without insurance Annual 1109 1237 Police Scotland Number of people charged of driving without a seat belt Annual 84 86 Police Scotland Number of people charged of driving whilst using a mobile phone Annual 133 134 Police Scotland s Page 242 of 348
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☐ Yes ☒ No Ref GW/LP Date 10/08/26 Access to Free Period Products (Period Dignity Initiative) update From: Gillian Whitehead, Chief Officer (Housing and Communities) E-mail WhiteheadG@northlan.gov.uk pollockle@northlan.gov.uk Executive Summary This report provides an update on the activity relating to the delivery and further development of the Access to Free Period Products / Period Dignity initiative. Members will be aware that since August 2018 all local authorities in Scotland were provided with funding to introduce access to free period products in schools. From January 2019 the Scottish Government provided additional funding to all local authorities to increase the number and range of places where period products are available free of charge to those who need them, with a focus on publicly accessible buildings. The purpose of the funding for schools remains to support equality, dignity and rights for those who menstruate and to ensure that lack of access to products does not impact on an individual’s ability to fully participate in education, at all levels. The main intent of the wider roll out for community provision remains tackling poverty but also broader need and to address the overarching gender equality and dignity issues that affect those who menstruate regardless of income. The Period Products (Free Provision) (Scotland) Act 2021 received Royal Assent on 12th January 2021, became legislation on the 15th of August 2022 and came fully into force in January 2023. Recommendations It is recommended that the Communities Committee: (1) Acknowledge the significant work carried out to date across key council services and partner agencies. (2) Acknowledges the planned developments for the next year budget permitting 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 Item 10 Page 243 of 348
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1. Background 1.1 From August 2018, all local authorities in Scotland were allocated funding to provide access to free sanitary products in schools. The Scottish Government made a new commitment in the 2018 funding year to expand this provision beyond schools. In November 2018 COSLA Leaders agreed to this proposal and developed ‘Guiding Principles’ in partnership with Scottish Government. Since then, North Lanarkshire Council has been allocated a share of funding annually to further develop the initiative. 1.2 The focus for this initiative is creating access to free period products, and by doing so tackling the impact of poverty or low income, which can often mean people are unable to afford the essential products needed while menstruating. 1.3 Dedicated resource for this initiative has enabled the council to continue to develop the network of public building access points, to work with local community partners to target support across priority communities and to develop a campaign to raise awareness of the offer available and encourage a more open dialogue around periods and period products 2. Report 2.1 The main objective for the initiative is to create pick up points where residents can access a range of free period products and in doing so support all who menstruate in North Lanarkshire no matter their economic situation. Consistent with the Plan for North Lanarkshire, the North Lanarkshire model has been developed with Community Planning partners to ensure wide reach and accessibility from public buildings and facilities, as well as distribution by local anchor organisations. The approach reflects the principles of: • Protecting people’s dignity, avoiding anxiety, embarrassment and stigma. • Making a range of products visible in places that people use. • Reflecting community views and needs. • An efficient and effective approach that demonstrates value for money. • Individuals being able to get sufficient products to meet their needs. • Gender equality ensuring anyone who menstruates can access products including transgender men/nonbinary individuals and that language is gender inclusive. • Awareness raising and education to both promote the ‘offer’ and attempt to change cultural norms. 2.2 North Lanarkshire Council Funding Allocation (2025-26) Financial Year Amount of Funding 2025-26 £346,000 2.3 Key highlights from 2025/26 2.4 The number of period products distributed from 1st of April 2025 to the 31st of March 2026 via schools, public buildings or community anchor organisations is as follows: • Single-use period products – (includes all single use sanitary products e.g., towels, tampons, liners): North Lanarkshire Total –1,443,832 this is an increase from the previous year 1,213,171. Page 244 of 348
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• Number of Period Products distributed through public buildings or community anchor organisations – 891,105 this is an increase from the previous year 862,889. • Number of Period Products distributed through schools – 474,952 this is an increase from the previous year 350,282. 2.5 Education Activity Work continued throughout the year to develop the education element of the period dignity project. Targeted activity was undertaken to increase awareness of the project, strengthen engagement with pupils, and promote the use of local community venues. This work was informed by intelligence gathered through school consultations, alongside feedback from pupils, teachers, parents and schools. Progress for the period includes: • Increased distribution in products in educational establishments as highlighted above. • Central high schools per cluster staying open during the summer holiday periods for students to freely access products. • Creation of e-learning module for staff involved in the distribution of period products to support a consistent implementation of the campaign in schools. • Targeted marketing materials and resources (leaflets and posters) produced for schools. Examples available at Appendix 2 • Period ambassadors starter guide created to support the establishment of peer-led period ambassador roles in schools. See Appendix 3 and further information available on request. • Youth Engagement and Consultation Guide created to support the engagement sessions with pupils. • Period Dignity Policy and Practice Guide created for schools to support the delivery of the campaign. 2.6 Period Ambassadors Starter Guide A Period Ambassadors Starter Guide was developed to support the creation of peer- led representatives to help normalise period conversations among pupils in schools. It is presented in a comic style to engage young people while increasing awareness, promoting access, breaking barriers, reducing stigma and encouraging supportive conversations about periods across North Lanarkshire schools. See Appendix 3 and further information is available on request. 2.7 Youth Engagement and Consultation Guide A Youth Engagement and Consultation Facilitators guide was developed to support the engagement of pupils and young people around period dignity and accessing free period products in schools and within communities. The guide would help facilitators run consistent, safe and meaningful engagement and consultation sessions and obtain young people’s feedback as needed. 2.8 Period Dignity Policy and Practice Guide for Schools A Policy and Practice Guide was created to support the uniform and consistent delivery of the Access to Free Period Products campaign in all schools across the Council. It sets out how schools in North Lanarkshire must provide free, safe and discreet access to period products, support menstrual wellbeing through education, and link students to community access helping remove barriers to attendance, dignity and inclusion. Page 245 of 348
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Further details on education policies and guides developed for schools are available on request. 2.9 Community Projects The council continues working in partnership with anchor organisations to ensure effective targeting of support to priority communities within their area and to support individuals who are unable to attend local access points due to personal circumstances including: • Mobility and health. • Inability to afford the cost of public transport. • Distance from home to the nearest access point for example living further than 20- minute return journey, which will be more likely for those living in rural communities. The current anchor organisations are listed below: 1. Diamonds in the Community - Airdrie 2. VIP Arts & Sports Academy - Bellshill 3. Kirkshaws Neighbourhood Trust - Coatbridge 4. Cornerstone House – Cumbernauld and Kilsyth and Villages 5. Health and Wellness Hub - Motherwell 6. Glenboig Development Trust – Northern Corridor 7. Getting Better Together - Shotts 8. Newmains Community Trust - Wishaw Further details on anchor organisations are available in Appendix 1. 2.10 Communication and awareness raising Awareness raising continues through dedicated marketing materials aimed at promoting the initiative to community residents and all educational establishments. This involves the use of North Lanarkshire Councils online and social media network, along with other marketing activity including: • TikTok video created to increase awareness of the project (currently at 125.1K views) • TikTok video was also shared to Facebook with a further 57k impressions. • Period Dignity Week 2026 was promoted through two channels. GovDelivery had 11.4k recipients with 42% engagement. Second channel was Facebook with a post generating 5k impressions. • Posters and leaflets in all public buildings and facilities • New branded marketing materials for community events i.e. tablecloths and pull- up's • Promotions at local events • Highlighting of the QR code on all promotional materials (physical and digital) for period product pick-up locations, highlighting all accessible venues across North Lanarkshire 2.11 Campaign Website Update Extensive work has been undertaken to update the campaign website to enhance user experience and increase community engagement. The website now provides clear and accessible information on the different elements of the campaign, as well as details of over 100 locations across the Council area where free period products are available. More information on Free Period Products in North Lanarkshire | North Lanarkshire Council Page 246 of 348
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2.12 Community and Education E-Learning Modules Two tailored e-learning modules have been developed to support managers and school staff in implementing the Access to Free Period Products provision across community and education settings. The modules reflect differing operational requirements and support managers and staff to manage stock, hygiene and accessibility while promoting dignity, inclusion and respect. Aligned with the Period Dignity Initiative, the modules help reduce stigma, address period poverty and ensure equitable access to free period products. This approach supports consistent good practice, strengthens managerial leadership and contributes to a person-centred period dignity offer across North Lanarkshire. The e-learning module is available via LearnNL: Course: Period Dignity Initiative 2.13 NLC interactive map The NLC interactive map continues to be updated monthly to ensure all information on community pick-up sites continues to be accurate. For the period of 25/26 the interactive map was viewed 25,178 time by 15,615 unique users with the top 5 most popular pick-up locations being: • Motherwell Civic Centre • Airdrie Community Health Centre • Cumbernauld Central Health Centre • Kildrum Health Centre • Bellshill Health Centre The Hey Girls, and Scottish Government have created a collaborative mapping tool ‘PickUpMyPeriod’ where NLC has venues listed for the public to also check where products are available. Throughout its lifetime the tool has been visited a total of 20,874 times with 7,798 directions given to users through the app. For 25/26 The average number of visits was 3,479 with 1,300 directions given to users on average. 2.14 Partnership Working Partnership working continues to be an important factor throughout this initiative. For example, liaising with community facilities, library service, Active and Creative Communities, Voluntary Action North Lanarkshire, NHS Lanarkshire, and local community delivery partners. This coordinated approach has been established to ensure the ongoing development and delivery of the initiative and ordering processes. Partnership meetings and professional dialogue continue to assist in helping to monitor and review activity, identifying and considering options to improve and develop the service whilst providing updates on any of the project delivery that individual agencies may be leading on. 2.15 Community Events During the period 2025-26 a total of 38 community events were supported with period products across North Lanarkshire, 19 of those events being standalone one-off events delivered in partnership with local community organisations, schools and our partners within the North Lanarkshire Partnership (NLP). Examples include: • Cost of living events. • Challenge Poverty Week • NHS Health Improvement Summer Family Fun days • School parent’s evenings. Page 247 of 348
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• North Lanarkshire Mosque Bellshill, Ladies Coffee Morning • Winter Warmer Events In February 2026, the second annual North Lanarkshire Period Dignity Week was held. The event was organised to increase community engagement with the campaign, and it ran alongside other annual event weeks highlighted throughout the year like mental health week, tackling poverty, health and wellbeing. More detailed information on period dignity week 2026 is available in Appendix 4 These events are supported to provide local communities with access to free products, increase engagement with the project, increase awareness and provide information as to where residents can access products and services in their local communities. An estimated 1,500 community members and residents were engaged through these events and activities with over 77,775 individual products distributed. 2.16 Community Consultation From February 2026 to March 2026, an online community consultation was launched for residents. It was undertaken to understand the challenges community members face in accessing free period products and to help them share their views on the project, create more awareness of the campaign in communities and provide feedback for improvement. The findings and insight from the consultation will help shape future planning of the initiative ensuring that products provision and access effectively meet the needs of community members. Consultation findings are available in Appendix 5 of this report. 2.17 Statement of Exercise of Functions As part of The Period Products (Free Provision) (Scotland) Act 2021 local authorities are required to produce and communicate a Statement on the Exercise of Functions to summarise the arrangements in place to meet the legal duties, which includes carrying our one or more public consultation. The information gained from the public consultation work carried out in March to July 2022 has been used to create the North Lanarkshire Council Statement of Exercise of Functions. The statement is contained within Appendix 6 and sets out North Lanarkshire Council’s commitment to free product provision details current and future provision in education establishments and the wider community. 2.18 Developments being planned for the 2026/27 period Using intelligence from consultation work as well as other feedback from schools, partners and stakeholders, several key developments are currently underway. This work will assist with a further targeted expansion and the implementation of improvements aimed to improve the processes, services delivery and the overall experience of the residents of North Lanarkshire. 2.18.1 Work with Education to ensure the continuation of cluster schools staying open over the holiday periods to allow students access to products alongside community venues. 2.18.2 Develop a High School peer-led youth project to deliver period dignity workshops and information sessions within cluster schools. Page 248 of 348
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2.18.3 Targeted work will be undertaken with schools that are currently less engaged to raise awareness of period poverty and strengthen uptake of the Period Dignity Initiative, with a particular focus on schools serving communities within areas of high deprivation. 2.18.4 Continue the review of existing access points to reduce clustering of sites. This is to ensure no duplication or grouping of access points in location of nearby public buildings. 2.18.5 Continue to undertake a full monitoring and evaluation of the current anchor organisation partnership to see if the current model is currently working in the locations identified and that value for money is being achieved. 2.18.6 Continue to hold Period Dignity Week annually to promote and highlight the access to free period products project across communities in North Lanarkshire. Target will be March 2027(to coincide with Women’s health week). 2.18.7 Continue to review the set-up of access points to ensure products can be easily accessed preferably by self-selection or other formats that are viewed as less embarrassing for residents. This will be further improved upon with plans to make access uniform across all NLC sites and information sessions for all pick-up sites. 2.18.8 Continue to undertake community consultations to capture the views of the public with a particular focus on views from those currently using sanitary products, our who may collect sanitary products on behalf of others. 2.19 Further information Additional information, including the information pages on the NLC website, the NLC interactive mapping tool and the My Period App can be accessed using the links below: North Lanarkshire interactive map North Lanarkshire Council website – Free Period Products in North Lanarkshire | North Lanarkshire Council Scottish Government ‘Pick up my period’ app enables someone to put in a town, city or post code and find out where to access products https://apps.apple.com/gb/app/pickupmyperiod/id1500403938 https://play.google.com/store/apps/details?id=com.myperiodapp 3. Measures of success 3.1 Number of products distributed 3.2 Increased orders from educational establishments 3.3 Number of distribution points across North Lanarkshire 4. Supporting documentation 4.1 Appendix 1 Community anchor organisations supporting the initiative 4.2 Appendix 2 Targeted education materials and resources created for schools 4.3 Appendix 3 Period Ambassador's Starter Guide 4.4 Appendix 4 Period Dignity Week 2026 4.5 Appendix 5 Community consultation insight 4.6 Appendix 6 Statement of Exercise of Function Page 249 of 348
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Gillian Whitehead Chief Officer (Housing and Communities) Page 250 of 348
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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? Fairer Scotland duty will be considered on an ongoing basis as part of the development and implementation of the North Lanarkshire approach to the provision of free period products. An integrated equality impact / Fairer Scotland assessment has been completed during the initial planning of the delivery approach. This will be further informed by our ongoing monitoring, reviews and public consultations and community engagement activity. 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 period dignity / access to free period products is expected to cost the council circa £346,000 to operate. This is for both existing operations and new developments. 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 251 of 348
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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? Wider use of environmentally friendly products and delivery products is encouraged. This includes looking at testing approaches to increasing access to environmentally friendly products and piloting low carbon delivery mechanisms with local voluntary organisations. 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 communication campaign is outlined in this report Page 252 of 348
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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 253 of 348
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Appendix 1 Details of Community Anchor Organisations Supporting the Initiative Over the last year we continue to work closely with our 8 community anchor organisation partners. These organisations get support in the form of £2000 funding to help us deliver against the main objectives for the period dignity initiative; this funding is to help organisations support/run community events and deliver products to people who can’t access any of the local pick-up sites across the authority for health reasons. Each of the 8 organisations are also committed to taking a sustainable approach to the project delivery, with most of the organisations having an environmental focus with products being delivered by local volunteers using bicycles and e-bikes to reduce the carbon footprint of the project. Each anchor also promotes the use of sustainable environmentally friendly products for each community such as reusable period pants and period cups. To help support the initiative each organisation has also been provided with a new information pop-up stand with QR codes that provides links to all the NLC interactive pick-up points within the location app. For the period 25-26, a total of 166,208 individual period products were distributed to community members by our anchor organisations along with 2,343 reusable period products contributing to improved menstrual health equity and awareness, ensuring sustained improvement in achieving the goals of the Period Dignity Initiative across North Lanarkshire. Figure 1: Sample display of free single-use and reusable period products from Anchor organisations in toilets and lobbies for easy access for residents. Page 254 of 348
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Appendix 2 Targeted education materials and resources created for schools New posters and flyers for education The campaign redesigned posters and flyers for schools across North Lanarkshire. The aim is to increase engagement and student uptake of products. The materials are visually engaging and written in age-appropriate language for young people. They also include the campaign QR code and links along with key information on how to access free period products from our over 100 locations across communities when not in school or during holidays. New leaflets design New Posters and Webpage Banner for Schools Page 255 of 348
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Appendix 3 Period Ambassadors Starter Guide The starter guide was created to support the establishment of period ambassadors in high schools. It will help promote support peer-peer conversations on period dignity and improve access for young people. 4 representatives would be identified from 26 high schools and one teacher as a champion to support them. Page 257 of 348
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Appendix 4 Period Dignity Week February 2026 North Lanarkshire’s second annual Period Dignity week took place between 16 – 20 February 2026, this event was organised and promoted by the Community Partnership Team. The aim of the week was to promote access to free period products in North Lanarkshire available in over 100 sites in our local community including community centres, sports and leisure centres, libraries along with NHS Health Centres, community and voluntary organisations. Throughout the week 9 pop-up stalls were set up across 9 different venues in North Lanarkshire across our 9 localities to provide a wide range of free period products, raise awareness of the initiative and promote pick-up points. In the lead up to this event there was a promotional push through our NLC social media channels and within partner networks such as Anchor Organisations, Schools and NHS partners. The week was a success with over 500 people attending venues to discuss and access free period products as well as highlighting each venue as one of our established pick-up sites. In total, over 30,000 individual period products were distributed to residents. The event was highlighted as a success internally and externally with the event acting as a good stigma breaking session as well as it allowed for the discussion to take place on a wide-open scale surrounding period health, as well as functioning as a valuable source for consultation and feedback on the service as well. This event enabled more information to be shared with the public and emphasise that the initiative is there to be used, that it is ongoing, and the services are there for everyone. There is no pre-requisite necessary to access these products. Page 258 of 348
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Pop-Up Stalls Set-Up across Locations for the Period Dignity Week Page 259 of 348
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Appendix 6 North Lanarkshire Council Period Products (Free Provision) Scotland Act 2021 Statement on Exercise of Functions 1. Introduction The Period Products (Free Provision) (Scotland) Act 2021 was passed by the Scottish Parliament on 24th November 2020 and gained royal assent on 12th January 2021. The Act requires local authorities as a responsible body to provide period products free of charge to anyone who needs them, by making products reasonably easy to obtain. Additionally, as a responsible body – this should be done mindful of respecting dignity and by offering a reasonable choice of types of period products. Local Authorities are required to produce a Statement on Exercise of Functions to summarise the arrangements that will be put in place to meet the duty, which includes carrying out one or more public consultations. This statement has been produced in accordance with our statutory duties and outlines North Lanarkshire Council’s commitment to free product provision and details current and future provision within education establishments and the wider community. 2. Our commitment North Lanarkshire Council is committed to providing free period products for those who need them. Our approach involves children and young people having access to products within their school setting and for residents and visitors through a network of local access points within public buildings and community facilities within North Lanarkshire. Individuals unable to attend a local access point can contact the council so that alternative arrangements can made, which may include postal deliver or deliver by our local community partner organisations. Funding has been made available by the Scottish government to enable this. In providing this free service, it is our aim to ensure that: • A range of period products, including single use items and re-usable environmentally friendly products are available to those who need them via all secondary schools and a network of local access points. • Our local access network is kept under review and developed further where appropriate. It is our commitment to do this in conjunction with community planning partners and third sector organisations, mindful of geographically gaps in provision and also of the 20-minute neighbourhood model. • Barriers to access are minimised and removed and that people can access products with dignity and without stigma. • Consideration is given to additional support for those who may require it. • Product demand is regularly monitored so that public buildings and community facilities do not run out of stock. • Residents and visitors are aware of our free provision. This will involve a range of advertising and promotional campaigns. Information will also be available on the council website; through social media platforms and through other communications such as posters and informational flyers. • Regular feedback is sought from service users so that improvements can be identified. • Public consultations and community engagement is carried out to inform our provision. Page 264 of 348
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3. Public Consultation The North Lanarkshire public consultation took the form of an online questionnaire. This was launched in March 2022 and ran until the end of July 2022. The survey was designed to capture the views of the general public with a particular focus on views from those currently using sanitary products; those who will use sanitary products in the future and those who may collect sanitary products on behalf of others. The consultation covered the following broad themes: • General awareness of the availability of free period products and advertising campaigns • Types of products currently used and views on accessing environmentally friendly products • Locations of access points used and suggestions for new sites • Availability of products and views on service received at access points The survey was completed by 288 people and the findings from the consultation will be used to inform the provision within North Lanarkshire. Full details of the findings are contained within the 2022 update report which can be accessed on our website. 4. Community Based Provision North Lanarkshire Council has developed a large network of community access points. The access points are in all 9 towns and many local communities within public buildings, and community facilities. To date we have over 100 local access points throughout North Lanarkshire which we will continue to monitor, review, grow and update accordingly. The access points have been established in public buildings and community facilities. North Lanarkshire Council have also partnered with eight local community anchor organisations who will provide local services within a cluster of priority communities. This also includes a fast free local delivery service for those who cannot attend our centres and access to environmentally friendly period products. Local food banks and organisations providing emergency food aid are also part of our network and on request can provide products to vulnerable individuals and families. Additionally, residents can contact the council directly by email to request products. In doing so the quickest method of delivery will be selected. Products available within our community access points include single use pads (with and without wings, regular, super and long) and tampons (regular and super) the various sizes/ absorbencies provided allow us to accommodate individual needs and preferences. The type of products available will be regularly reviewed to meet the needs and wants of the community. Environmentally friendly products are available on request. Products are available for collection by anyone who needs them, or by anyone collecting on behalf of another person. Products will normally be available within toilet facilities of a building, unless otherwise stated. Those who wish to access products can do so without having to ask a member of staff and in a way that respects their dignity. A person may access as many products as required. Information on stocked venues can be accessed via the PickUpMyPeriod App and North Lanarkshire Council Directory website. This allows users to enter a postcode or location to see where free period products are available in their area. Page 265 of 348
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5. Provision within Education North Lanarkshire Council provide free products in all secondary school establishments and on request will be made available to primary schools. Products will be available in a way which respects the dignity of the pupil and can be accessed without having to ask a teacher. Products will be available during term time in at least one part of the school, normally the toilet facilities or from the school reception. Some schools may have products available in multiple locations. North Lanarkshire Council will provide ongoing support to its education establishments to ensure every pupil who requires products is able to obtain them easily. 6. Communication Information on our free period product initiative is available on the North Lanarkshire Council website. Details are provided on how, where and when people can obtain free products via our own easy to use app and the official Period Products Locator app. Enquiries can also be submitted at any time and will be dealt with by our Community Partnership Team. It is our intention to regularly promote and raise awareness of the free access to period products. This will involve advertising and marketing campaigns using digital and traditional methods. Information posters are also posted on notice and information boards in all our public buildings and community facilities. 7. Future Provision and Improvements North Lanarkshire Council recognises the importance of securing period dignity for all and will commit to using intelligence from our consultation work as well as other feedback from partners and stakeholders, to continue to develop our approach to providing free period products within North Lanarkshire. From our recent consultation and engagement work a number of key developments are currently underway. Completion of which will assist with a further targeted expansion and the implementation of improvements aimed to improve processes, service deliver and the overall offer for residents and visitors. Further details are provided within the 2022 update report which can be accessed on our website. 8. Further information Additional information can be found on the NLC website Free Period Products in North Lanarkshire | North Lanarkshire Council The NLC interactive mapping tool can be accessed using the following link: Directory records | North Lanarkshire Council Scottish Government ‘Pick up my period’ app enables individuals to put in a town, city or post code and find out where to access products. PickupMyPeriod on the App Store (apple.com) PickupMyPeriod - Apps on Google Play Index - MyPeriod (myperiodlive.azurewebsites.net) Page 266 of 348
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☐ Yes ☒ No Ref LR/HL Date 10/08/26 Time Capsule Investment Plan From Lyall Rennie, Chief Officer (Community Operations) E-mail liddleh@northlan.gov.uk Executive Summary At the council meeting of 26 February 2026, a decision was made to make a strategic investment of £2,500,000 to complement the current wet side and dry side facilities by modernising the venue offering to increase footfall and ensure long term community and commercial viability. Following a review of the overall facility and consideration of the most appropriate areas of investment, this report sets out the investment plan to be delivered during 2026/27. Recommendations It is recommended that the Communities Committee: (1) Acknowledge the planned investment to be made in the Time Capsule. (2) 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 Transforming Places Item 11 Page 267 of 348
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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 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. 1.3 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. 1.4 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, we now have the opportunity to further enhance service provision to all visitors. 2. Report 2.1 Our aspirations for the Time Capsule are based around a focus on continuing to drive visitor numbers and ensuring that all customers are able to spend more time enjoying facilities available on site. With this in mind, improvements outlined below are focused on improving existing services and offering new ways for people to enjoy their visit to the Time Capsule. 2.2 Prior to the council decision on investment, the service had started the process of looking at replacement of the two flumes (both of which we recently managed to return to use but are at the end of their operational life). The contract for this work has not yet been awarded and we have not been able to schedule this work as yet. However, it will require a period of closure within the Waterpark as the roof needs to be removed to allow the flumes to be lifted in and out of the building. While all closures are disappointing for customers, the end result will be new features for all to enjoy for many years. 2.3 The planned investment will be used as follows: Tipping Bucket Refurbishment £700,000 This project uses the additional capital allocation to upgrade from a standard repair job with moderate improvements into a complete, high-specification full replacement and themed attraction. The design features clear visual links to the Time Capsule's sister facility, Summerlee Museum of Scottish Industrial Life, celebrating Coatbridge's Page 268 of 348
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industrial past through specialised flumes and entrances. Health Suite – Water Park ‘Baird's Bothy’ £400,000 Located on the poolside area using the space around the Tantrum flume stairs and support structure. The suite will feature a glazed outlook point that offers a clear view over the main Waterpark, allowing parents of older children to relax while maintaining active supervision. Clip 'n Climb Installation ‘The Glengray Glacier’ £185,000 An indoor climbing arena utilising an automatic belay system. Participants safely clip themselves into a harness and climb independently without needing a dedicated belayer on the ground, making it highly efficient for families, parties, and youth groups. Locker & Changing Area Upgrades £450,000 A complete spatial reconfiguration of both the Waterpark and Swim Zone changing areas, designed specifically to improve day-to-day cleaning operations during peak times. Resin Bound Flooring – Water Park £150,000 Complete replacement of the failed rubber crumb flooring with a high specification, resin-bound aggregate system. This robust material is engineered to withstand heavy footfall and aggressive chemical cleaning without degrading over time. It provides a seamless, slip-resistant finish that eliminates the water-retention and hygiene issues associated with standard rubber flooring. Ice Rink Sound System Upgrade £85,000 A comprehensive audio overhaul to replace the aging acoustics with a high fidelity, zoned digital sound system. Designed to support a wider calendar of revenue-generating events, including public ice discos, figure skating competitions, ice hockey matches, and community events. Swim Zone (25m pool) Re-Tiling £100,000 Targeted lifting and replacement of degraded tiling within the Swim Zone. This project addresses structural grout integrity, eliminates localised wear, and Page 269 of 348
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refreshes the visual appeal of the pool surrounds. Community Space Development £100,000 A dedicated decoration and fit-out project to convert the 1st floor old café/bar area into a multi-use community room. Capitalising on the room’s existing elevated viewpoint overlooking the ice rink, this flexible space will be utilised for community meetings, club activities, birthday parties, and event hosting, restoring an underused asset to active community use. Health Suite – Swim Zone £80,000 A complete, modern replacement of the thermal facilities within the main Swim Zone. This project delivers a traditional sauna and steam room experience, focusing on classic, clean Scandinavian timber and slate finishes to cater to regular fitness and lane swimmers looking for a dedicated post- workout recovery space. Soft Play – Upgrade & re-theming £150,000 An upgrade and re-theming of the existing indoor soft play area to replace worn fittings and introduce a fresh, engaging environment. Keeping to the local heritage approach, this area will be themed around a mining adventure with climbing tunnels styled as underground passageways, soft play mine carts, and interactive features that introduce Coatbridge's industrial roots to early years visitors. Professional Fees £100,000 Allocation for necessary multi- disciplinary professional services, including architectural detailing, structural engineering, statutory building warrants, and any specialist consultancy to ensure seamless delivery of the capital program. Page 270 of 348
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3. Measures of success 3.1 Further enhancement of a modernised and sustainable venue with increased footfall and long-term community and commercial viability. 4. Supporting documentation No supporting documentation. Lyall Rennie Chief Officer (Community Operations) Page 271 of 348
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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? All spend will continue to be monitored with finance colleagues. 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 272 of 348
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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? The immersive rooms are a key feature of our overall Digital plans and are discussed regularly with Finance & Technology colleagues. 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? We will work with Corporate Communications to promote all improvements as they become available. 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Page 273 of 348
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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 274 of 348
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☐ Yes ☒ No Ref LR/HL Date 10/08/26 Summer of Sport From Lyall Rennie, Chief Officer (Community Operations) Email Liddleh@northlan.gov.uk Executive Summary The 2026 Scottish Government budget provided a £40 million investment which sought to capitalise on the forthcoming World Cup and Commonwealth Games. Within this funding package was £20 million towards a “Summer of Sport”. The project, delivered by sportscotland in partnership with local authorities, aims to create a large programme of free or low-cost sport and physical activity opportunities across Scotland during summer 2026. North Lanarkshire Council was granted £821,000 to deliver a programme of activities. This report sets out the planned programme, anticipated target groups and timeline for delivery. Recommendations It is recommended that Communities Committee: (1) Acknowledges the funding received from sportscotland to support Summer of Sport and the planned programme of activity. (2) Otherwise, endorse the contents of this 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 All Programmes of Work Item 12 Page 275 of 348
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1. Background 1.1 Summer of Sport aims to provide opportunities for children and young people age 3 to 26 years, to help them get active, stay active and improve their lives. Although entitled “summer” of sport, the programme will operate from June 2026 to end March 2027. 1.2 This investment forms part of the national Summer of Sport 2026 programme and sits alongside complementary funding for national partners, live-site activity linked to Glasgow 2026, and a coordinated national communications campaign. Findings from previous summer of sport approaches have been fully considered as part of this approach. 1.3 Approaches should focus on creating positive, inclusive and inspiring experiences for children and young people. The ambition is for children and young people to benefit from an inclusive system which leads to longer-term participation. 2. Report 2.1 This investment provides an opportunity for partners to focus on one or more of the following: • Opportunities: Deliver a range of safe, welcoming and inclusive opportunities that reduce barriers to participation. • Pathways: Provide accessible pathways from short term activity into sustained participation in school, club and community sport. • Enhancement: Build on existing provision, particularly during the summer period and beyond, avoiding duplication and strengthening what already exists. • Targeted: Introduce targeted initiatives where gaps exist, with a focus on long term engagement beyond the funding period. • Workforce: Recruit, train and retain coaches, officials, volunteers and leaders to grow local workforce capacity. • Profile: Contribute to raising the profile of and celebrate sport 2.2 Within an overall target of 3-26 years, local authorities have been asked to develop programmes which specifically target those at a higher risk of poverty, including those from the following family types: Minority Ethnic communities Families with a disabled child or adult Families with three or more children Families with a child under one Families with a mother aged 25 and under Young Carers Care Experienced Young People Page 276 of 348
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2.3 North Lanarkshire Council was successful in receiving £821,000 for the development of a programme to support the overall ambition of Summer of Sport. In line with our established approach which recognises the value of physical activity and creative interactions and using the strength of services available to the community. Bringing together physical activity with cultural and leisure opportunities can play a powerful role in strengthening social support and overall wellbeing. Participating in sport, arts, and community-based activities creates shared experiences that help individuals build connections, reduce isolation, and develop a stronger sense of belonging. Whether through group exercise, creative workshops, or local events, these settings encourage social interaction, mutual support, and community cohesion. By offering accessible and inclusive opportunities across physical, cultural, and leisure domains, communities can support not only healthier lifestyles but also improved mental wellbeing, resilience, and stronger social networks, which are essential for thriving individuals and connected communities. From this starting point, we have developed a programme for a broad range of interests, also fundamentally supporting our new whole systems approach to physical activity. An outline of the programme is shown in Appendix One. 2.4 Summer of Sport activities will begin in June 2026, with regular evaluation provided to sportscotland throughout the year. Wherever possible, plans will be developed to allow continued access to activities beyond the funding of the programme. 2.5 This programme provides an excellent opportunity for North Lanarkshire Council to continue to reinforce very positive changes for young people in enhancing support to activity and making a positive impact on physical and mental wellbeing. 3. Measures of success 3.1 A positive programme of activities that supports access for low-income families while providing an overall framework to improve physical activity with sustainable options for long term participation. 4. Supporting documentation 4.1 Appendix 1 - North Lanarkshire Council Summer of Sport Programme Lyall Rennie Chief Officer (Community Operations) Page 277 of 348
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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? Finance colleagues are aware of the funding package. 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 278 of 348
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5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact 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? We will work with Corporate Communications to promote activities and highlight any stories of success. 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? All risks managed in line with current risk register held by Active & Creative Communities. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Page 279 of 348
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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 programme targets young people aged 3-26 and will offer a range of free activities throughout the year. If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☒ Page 280 of 348
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North Lanarkshire Council Summer of Sport Programme Appendix1 Activity Description Target Group Target Age Investment Sound Steppers Creativity for your head, heart and trainers is a flexible, artist-led walking programme for families and young people that combines movement, music, sound to transform everyday outdoor spaces into inclusive, wellbeing-focused creative journeys. Sound Steppers promotes physical activity, creativity and positive mental health, provides a gentle entry point into wider creative engagement, and builds local capacity through volunteer-led delivery and cross-sector partnerships across North Lanarkshire. All All £10,944 NL Youth Choir The NL Choir is proposing a new strand of NL's Arts and You community arts program, designed to engage young people aged 12-18, to acess regular, high-quality, professional led singing activities. Young People 12-18 years £13,341 Fitness Community Outreach Creating a team of fitness specialists who can be utilised to link into vulnerable groups within the community to bridge the gap in delivering Vulnerable adults 18+ £107,587 Page 281 of 348
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fitness activities out with the leisure centres. The programme would be focussed on a 6-week delivery of fitness sessions within the community with scope to deliver within community spaces but also linking with opportunities within newly developed Hubs. Active Health Junior Sports Pass Develop an alternative pathway for Children and Young People (CYP) within Lanarkshire Weight Management Service (LWMS) to support increasing activity through sport. Children struggling with weight, ASN children will be included. 5-16 years £6,118 Junior Active Health Programme To develop and deliver a Junior Active Health Programme for children aged 11 years and under who would benefit from structured, supportive physical activity due to health, wellbeing, or developmental needs. The programme will provide early, targeted intervention to improve physical health, mental wellbeing, confidence, and long-term activity habits and utilize the established network of referrals through Single parent families, minority familes, families with disabled child/adult, young carers. Under 11s £59,267 Page 282 of 348
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the existing Active Health Pathways. The Junior Active Health Programme will offer safe, age appropriate, and inclusive physical activity sessions delivered by trained staff, following referral from health or education professionals. Free Adult Recreational Football. The free adult recreational football programme will operate 52 weeks per year, ensuring year round access to opportunities for physical activity. • Two free sessions per week delivered across all participating venues • Operating year round, this equates to a total of 1,060 free pitch sessions sessions available annually. Young carer, young care experience people Young people £50,000 Free Holiday Swim The Free School Holiday Swim Programme will provide free access to swimming for children and families during all school holiday periods. The programme is designed to increase physical activity, support water confidence, and remove financial barriers during times when demand Young carer, young care experience people Young people £80,470 Page 283 of 348
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for affordable activities is highest. Swim Safe Crash Course The Swim Safe Crash Course has been designed specifically to reach those who have been left behind by traditional swimming lesson models. The programme delivers an intensive three day block of 30 minute lessons per day, aligned with Swim Skills Level 1A, allowing children aged 5 years to 12 years to make meaningful progress in a short and supportive time period. Families seeking an accelerated process to increase confidence. 5-12 years £9,369 All in Sport (NL) Volunteer NL will work in partnership with Sports Development and Active Schools to deliver: All In Sport NL – Volunteering Pathway, a flexible and inclusive volunteering model embedded directly within the delivery of the Sport Scotland funded sports programme • Inclusion and accessibility across sessions • Confidence building and positive engagement • Volunteer taster opportunities Families with 3 or more children, ethnic groups, young carers 12-18 years £12,500 Page 284 of 348
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• Progression into wider volunteering roles • Access to SQA accredited volunteering qualifications • Clear pathways towards further training or potential employment Sports Camps Expand Active NL’s established Sports Camps provision to offer free spaces for children and young people living in areas of high deprivation across North Lanarkshire during the summer holiday period and up to our camps in February. Sports Camps are a well established holiday programme delivered within Active NL leisure facilities, providing safe, structured and enjoyable physical activity opportunities led by qualified and experienced coaches. Families who face financial barriers 5-14 years £250,000 Pre-School Sport Provide free places across our Pre-School (3–5 years) classes throughout the seven weeks of summer and one week of October break. The programme is designed to remove financial barriers, widen access to early-years physical activity and ensure that families who are currently under-represented in Families with 3 or more children, families with a mother under 25. 3-5 years. £18,977 Page 285 of 348
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organised sport can participate in high-quality, developmentally appropriate sessions. Active Pathways A targeted programme designed to support local clubs to widen access, remove barriers to participation and strengthen pathways from community activity into sustained club sport. Using the Summer of Sport 2026 as a focus, the programme will invest £50,000 to help clubs engage more people who are currently under represented in organised sport. This will enhance our existing Community Sports Hub activity. All target groups All ages £50,000 Sport & Socialise (ASN) A daytime 90-minute ASN session for adults with additional support needs, carers welcome if required. Participants will enjoy a range of activities in a relaxed sporting environment, followed by time to socialise in the cafe with a provided refreshment voucher. Families with a disabled child or adult. 16-26 years. £8,050 Run NL – Community Reward Scheme Offer a community reward scheme where spaces for our Run NL races can be donated to those in need such as Families who face financial barriers. All ages £10,000 Page 286 of 348
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families, hard to reach individuals, local community groups and local charities. Having this scheme can help enable there are no barriers for participating in our RUN NL events. We are currently exploring options with partners to include discount vouchers for trainers, running gear etc. Changing Lives: Targeted Sport and Wellbeing Interventions Building on our existing Changing Lives programme, targeted sport-based interventions delivered through Active Schools Coordinators across North Lanarkshire, using sport and physical activity intentionally to bring about positive change for children and young people living in SIMD 1–2 communities. Young people living in SIMD 1-2 4-18 years £25,000 School to Club Pathway A programme of Active Schools-led engagement events and pathway activity designed to connect children and young people participating in Summer of Sport activity with local sports clubs delivering Summer of Sport sessions. Active Schools will lead the delivery of school-based and community engagement All pupils 4-18 years £10,000 Page 287 of 348
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events, ensuring pupils are introduced to clubs in a familiar, supported environment. Children and young people will then be directed into club-based Summer of Sport sessions, with clear information, supported transitions and reduced barriers to entry. ASN & LCSC Pathways This programme will create school specific plans to address barriers to participation for young people within ASN schools and LCSC units. Planning will utilise existing data to identify pupils not currently engaged in physical activity and support targeted interventions to address this. Funding will be used to provided a range of support including, adapted equipment, specialist coaching, and transport costs. Activities delivered will create links to existing community provision, including Active NL Classes and local sporting organisations in order to connect schools to this provision and create sustainable pathways to ASN young people 4-18 years £37,000 Page 288 of 348
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participation beyond the funding period. TOTAL £821,000 Page 289 of 348
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☐ Yes ☒ No Ref LR/HL Date 10/08/26 Immersive Experience Action Plan From Lyall Rennie, Chief Officer (Community Operations) E-mail liddleh@northlan.gov.uk 1. Background 1.1 The Digital North Lanarkshire PoW theme contains twelve key deliverables which seek to enable the Council to deliver on its Digital Communities, Digital Economy and Digital Council aspirations. This report is focused on the following key activity within the ‘Digital First Operations’ theme - Develop and deliver community access to the immersive pods (sensory spaces which can be utilised to house the latest sensory technology to provide support, in such areas as mental health and employability) across North Lanarkshire. 1.2 The council has four Immersive Experience Rooms now in operation: Executive Summary On 18 August 2025, Communities Committee approved the first Immersive Experience Action Plan, noting the four Immersive Experience rooms across North Lanarkshire and plans to use this unique resource to support our communities. This report provides an update on the four Immersive Experience pods and the action plan which sought to deliver overall support to communities. Recommendations It is recommended that the Communities Committee: (1) Acknowledge the progress made against the approved action plan in the immersive rooms in Motherwell Library, Airdrie Library, Summerlee Museum of Industrial Heritage and the Muirfield Centre. (2) Otherwise, endorse the contents of the report. The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition statement (18) Ensure our digital transformation is responsive to all people's needs and enable access to the services they need Programme of Work Digital North Lanarkshire Item 13 Page 291 of 348
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• Muirfield Centre, Cumbernauld – opened in early 2021 and recently refurbished. The upgrade to the immersive room in Muirfield included a full upgrade to the projection unit, a refurbishment of the walls and floor, and installation of aroma technology. • Motherwell Library – opened January 2024. • Summerlee Museum of Scottish Industrial Life – opened in June 2024. • Airdrie Library – opened November 2024. 2. Report 2.1 Immersive experience rooms create scenario-driven environments where users are fully immersed within the space. The main objective of the immersive space is to harness the power of digital media, creating opportunities for communities, staff, and partners in many aspects, including digital skills development, health and wellbeing improvement, social skills development, educational attainment, and pathways to future learning and employment. 2.2 A two-tier governance and operational management structure was developed to oversee delivery of the project: 2.3 Governance Group – An Immersive Experience Board focuses on an overview of the general performance and use of all immersive room services, creates and monitors a council-wide action plan - which incorporates the vision and direction of travel for the Immersive room services - and monitor contract performance. 2.4 Operational Group - made up of representatives from the services working within the immersive rooms, formed with a remit of sharing good practice, sharing content, trouble shooting and developing and managing the immersive room operating plan. 2.5 Both groups, led by Active & Creative Communities, are made up with a wide range of stakeholders to ensure broad representation across the community. This includes: • Finance & Technology • Community Partnership Team • Community Learning & Development • Education, Children & Families • Enterprise • Corporate Communications • Voluntary Action North Lanarkshire 2.6 Based on discussions to date, it is anticipated that other teams/groups may join the operational group from time to time based on projects that may be of interest. For example, discussions with NHS Lanarkshire have confirmed their interest in further developing content to support giving real life experiences to individuals adapting to new situations or life circumstances. Impact to Date 2.7 The action plan, approved by Committee in August 2025, is built around a number of key themes. More detailed progress is shown within the updated action plan at Appendix One. However, as an overview, progress against each key theme is as follows: Page 292 of 348
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Consultation and Awareness Raising Immersive rooms are used regularly to hold a range of consultation activities. Most recently, launch of the LOIP consultation event was successfully held in Motherwell in March 2026. Training and Staff Development. One of the most successful areas of activity, the rooms have been used to support skill development for both staff and members of the public, with a range of activities held. • Activities for staff under Learning at Work week. • Staff training for CLD with a particular focus on family support e.g. family learning, baby massage and relax kids programmes. • Mens space and adult learning (linked to CLD). • Hope for Autism training. • Activities with partners including Routes to Work and Business Gateway. Curriculum and Attainment All immersive rooms are used to support attainment and achievement targets for schools. Working with schools and CLD Family Engagement Support Assistants. ASN sensory experiences for Redburn and Glencryan schools through interdisciplinary learning (IDL) activities and lessons. Experience The immersive rooms are particularly powerful in supporting “real life” experiences. Highlights include, “Our Freedom” project as part of the UK celebrations marking the end of WW2 and Airdrie Time Travellers – a project with local schools to mark the centenary of Airdrie Library. An enhanced transition project in Muirfield worked with ASN schools to help with a move to the next stage of life. Health & Wellbeing A range of sessions and activities have been run with partners such as Hope for Autism, Sense Scotland and Locality Support services. Engagement with both Primary and Secondary ASN schools Holiday offer has included ASN sensory sessions. Page 293 of 348
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Business Support & Engagement Business Gateway teams have run several sessions where Immersive rooms have been demonstrated. The rooms have also been popular with local businesses who provide a focus on meditation, yoga and personal wellbeing. Operational Internal guidelines, operational guides and troubleshooting documents have been created and shared on relevant Teams channel for ACC staff. Training on use of room has been provided to several groups/staff within CLD, library staff and others 2.8 While significant progress has been made, there remains some areas of challenge: • One of the key areas of action centres on working with stakeholders to develop training and content targeted to young people. This is a key focus of many of the LOIP priorities. Initial work has taken place via CLD with more activities planned to support community safety initiatives. • While some work has been undertaken to support school to workplace transition, more action is need to support ASN young people in particular. We are working with Hope for Autism to deliver “real life” experience based content to support confidence building. 2.9 Looking to the future, we seek to build on significant progress to date and explore all options to make use of this unique resource. Plans are now at an advanced stage to replace the telescope in Airdrie Observatory (within Airdrie Library) with a new digital and solar telescope. Within this project, digital links will be made both with the immersive space in Airdrie Library and all other immersive rooms. This digital link will allow images of the night sky to be shared across all areas of North Lanarkshire – another first for North Lanarkshire. 2.10 The action plan for 2026/27 will build on progress to date and continue to tackle those areas which require further attention. 3. Measures of success 3.1 General performance is measured by the number of bookings taken within a specified period and the number of users of each interactive room within a specified period. 3.2 Specific outcomes will be developed for each immersive room that will focus on a range of areas such as digital skills development, health and wellbeing improvement, social skills development, attainment of knowledge, employability and pathways to future learning opportunities. 4. Supporting documentation 4.1 Appendix 1 - North Lanarkshire Immersive Rooms Action Plan 2025/26 – Update Page 294 of 348
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Lyall Rennie Chief Officer (Community Operations) Page 295 of 348
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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? At present, content development is paid from existing budget lines. This will continue to be monitored by Finance colleagues. 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 296 of 348
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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? The immersive rooms are a key feature of our overall Digital plans and are discussed regularly with Finance & Technology colleagues. 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. Page 297 of 348
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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 298 of 348
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North Lanarkshire Immersive Rooms Action Plan 2025/26 – Update Appendix 1 Consultation and Awareness Raising Action Audience Lead Officer Timescale Success Criteria RAG Comments Engage partners/key stakeholders to develop the use of the immersive rooms as part of an integrated approach to consultation activities NLC and external partners Governance Group Jan - Dec 2025 Immersive rooms are used regularly to hold a range of consultation activities. LOIP consultation launch took place in Motherwell 20/03/26. LOIP team scheduling dates for consultation sessions in all Immersive Rooms. Exploring how this will be offered to other services. Training and Staff Development Action Audience Lead Officer Timescale Success Criteria RAG Comments Explore options for utilising the immersive rooms to deliver in- house training to NLC staff via the TOD team NLC staff Operations group, TOD April 25-March 26 A range of training events for NLC staff delivered within and utilising the immersive rooms. Initial events planned for Learning At Work week beginning May 18 2026. More work to be done on continuing to integrate use into wider learning, Internal Google Supersearchers training delivered with Libraries staff as part of Scottish Libraries project. Staff training on use of the immersive rooms has been delivered to CLD Digital Team, other CLD workers including Family Learning ASN, Baby Massage and Relax Kids programmes) Explore options for utilising the immersive rooms to deliver training events for external partners and External partners & key stakeholders including Operations Group April 25 – March 26 A range of training events for external partners and key stakeholders (including voluntary sector) delivered Initial exploration with several partners has taken place including with groups such as Hope for Autism. Page 299 of 348
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key stake holders including those in voluntary sector organisations voluntary sector organisations within and utilising the immersive rooms. Mens space and Adult learning CLD have had additional training on using the rooms. Further usage for training events to be developed. Develop a series of interview technique and employability activities to support customers seeking employment. Routes to Work, members of the public seeking employment Operations Group April 25 – March 26 Employability events and activities to support customers seeking employment regularly run via the immersive rooms Partners, including Routes to Work , Business Gateway and CLD Employability groups have used the Immersive Rooms to simulate interview environments. Continue to develop further use of rooms for such activities. Work with stakeholders to develop training and content targeted to young people supporting community priorities Community Safety, external partners & key stakeholders Operations Group April 25 – March 26 A range of training events for external partners and key stakeholders delivered within and utilising immersive rooms. Identified content created. Activities with CLD youth groups are in initial discussion stages. Additional equipment has been purchased. Requires additional input from Community Safety to identify and create content. Curriculum and Attainment Action Audience Lead Officer Timescale Success Criteria RAG Comments Develop the use of all 4 immersive rooms to support curricular, attainment and achievement activities Primary & secondary school pupils Governance Group, Operations Group April 25 – March 26 A range of curricular activities available to schools which support attainment and achievement targets. All immersive rooms are used to support attainment and achievement targets for schools. Working with schools and CLD Family Engagement Support Assistants. At Muirfield, intensive support sessions are provided for pupils working on part-time timetables and reduced hours using Lending Library computing science kit at Muirfield. Page 300 of 348
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Lending Library kit focuses on improving Computing Science experiences for young people for skills gap. Kit purchased for use in the Muirfield Centre for Nurseries, Primary, ASN and Secondary pupils. 43 schools used kit this session Aug- April so far ASN sensory experiences for Redburn and Glencryan schools through interdisciplinary learning (IDL) activities and lessons. Develop the links between the immersive room and the Makerspace activities Members of the public, partners and key stakeholders Operations Group, Libraries Digital Team April 25 – March 26 Evidence of cross-over between immersive room and makerspace activities. Cross over of use in Motherwell Library bookings is evidenced particularly with CLD groups including Digital Skills for Work and Adult Learning Week. Further crossover to be developed. Explore options for using the immersive rooms to support attainment and accreditation for senior secondary pupils and adult learners Secondary school staff and pupils. Community Learning & Development staff and learners Operations Group, April 25 – March 26 Pupils and community learners engaged with immersive spaces Initial work with Museums learning team on Future Friday activities. CLD groups have used Immersive Rooms to support SQAs and qualifications Initial planning with Virtual School to support Future Fridays at Muirfield. Continue links with Adult Learning CLD to explore Mens Space group use of Muirfield. Further developments around Page 301 of 348
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attainment and accreditation to be explored. Experience Action Audience Lead Officer Timescale Success Criteria RAG Comments Develop a range of ‘real life’ events and activities to enhance the user experience. Members of the public, partners and key stakeholders Operations Group, Libraries Digital Team April 25 – March 26 A series of ‘real life’ events and experiences delivered via the immersive rooms Highlights include : the ‘Our Freedom’ project as part of the UK cultural celebrations marking the end of WW2 which included telling the story of an escaped POW, art work from multiple groups in NL, the creation of video content from a local drone artist and music composed specifically for the project through links. The Airdrie Observatory opening night in January attracted over 80 people and included content in the immersive room to enhance the experience in the observatory itself. Film clubs established in both Motherwell and Airdrie Explore options for and create a link between the Airdrie Library immersive room and the telescope in the observatory to enhance the user experience. Explore options for utilising the immersive room to deliver training for external partners and key stakeholder NLC staff External Partners & key stakeholders Governance Group, Operations group, Libraries Digital team April 25 – March 26 Link created between Immersive Room and Observatory telescope within Airdrie Library. A range of training events for relevant staff delivered within and utilising the immersive rooms. Identified content created. Installation of new telescope scheduled for May 2026. Initial training/awareness session has been conducted with AAA to allow them to consider best utilisation of the room from their perspective. Some initial content has been created from stock content in addition to generic content from Immersive. Page 302 of 348
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and develop a range of relevant content. Develop a range of content to enhance the user experience and accessibility of visitor attractions Members of the public, partners and key stakeholders Operations Group, Museums team April 25 – March 26 A series of experiences delivered via the immersive rooms Develop a range of content to enhance the user experience and accessibility of local studies and archives resources. Members of the public, partners and key stakeholders Operations Group, Libraries Digital Team April 25 – March 26 A series of experiences created and delivered via the immersive rooms. A series of experiences have been created and delivered including : • ‘Our Freedom’ project featured letters from POW held in archives collection as part of experience • an Airdrie history experience featuring images from collections • Airdrie TimeTravellers project with local schools to mark centenary of Airdrie Library Explore options for using the immersive rooms to support primary-secondary transition, additional support needs and empowering clusters. Primary & secondary school staff and primary school pupils Operations group April 25 – March 26 Primary school pupils engage in primary- secondary school transition activities via the immersive rooms. Enhanced transition in Muirfield with ASN establishments in Cumbernauld (Redburn and Glencryan). Continue links with pupils on part time timetables for one-to-one support. Virtual School use for children across establishments in NLC from Primary and Secondary. Seek to expand this use across other sites going forward. Page 303 of 348
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Explore options for using the immersive rooms to support school to workplace transition. Primary & secondary school staff and primary school pupils Operations group April 25 – March 26 School pupils engage in workplace transition activities via the immersive rooms. Initial work with Hope for Autism Health & Wellbeing Action Audience Lead Officer Timescale Success Criteria RAG Comments Ensure the immersive rooms are actively engaged with and support customers with special needs Members of the NHS, public, partners and key stakeholders Operations Group, Libraries Digital Team April 25 – March 26 The support of people with special needs is core to the offer made available. A range of sessions and activities have been run with partners such as Hope for Autism, Sense Scotland and Locality Support services. Engagement with both Primary and Secondary ASN schools Holiday offer has included ASN sensory sessions Motherwell team have worked with CLD Family Learning (ASN) to establish a 10 week after school block led by CLD as part of their sessions for families. ASN sensory experiences for Redburn and Glencryan schools through interdisciplinary learning (IDL) activities and lessons. Develop a range of events and activities that support specific health and wellbeing issues such as grief counselling, support for carers and mindfulness Members of the NHS, public, partners and key stakeholders Operations Group, Libraries Digital Team April 25 – March 26 A range of events and activities developed and delivered that support specific health and wellbeing issues. Airdrie poet Ross Mitchell and filmmaker Colin Mathieson were involved in the creation of an Immersive experience launching Mitchell’s poetry collection on hope during darker times, including cancer journeys. The event engaged with over 100 people. Page 304 of 348
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Yoga sessions have been established by small businesses in both Airdrie and Motherwell using content to create a relaxing atmosphere in the group. Yoga Warriors project in Airdrie also offered initial programme to ex Service personnel and those in emergency services. Airdrie has also hosted Mindfulness and relaxation sessions CLD have used rooms with Health & Wellbeing groups such as Men’s space, women’s space and walking groups. Engagement with Macmillan volunteers, Rape Crisis Scotland, and NHS colleagues Business Support & Engagement Action Audience Lead Officer Timescale Success Criteria RAG Comments Develop a range of training, events and activities that support local businesses in their use of the immersive spaces. Partners, key stakeholders and Business Gateway team Operations Group, Libraries Digital Team Business Gateway team April 25 – March 26 A range of training, events and activities developed and delivered that support local businesses Business Gateway teams have run several sessions where Immersive rooms have been demonstrated. Drone company EIGHT2B have made use of immersive space following these sessions and also participated in content creation for ‘Our Freedom’ project. Immersive Room at Summerlee demonstrated at Business Gateway / NLC small business support team events Page 305 of 348
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Links continue to be developed with training, events and activities. Operational Action Audience Lead Officer Timescale Success Criteria RAG Comments Develop reporting and monitoring practices for issues raised with BT / Immersive Support NLC staff Operations Group April 25 – June 25 Issues reporting and monitoring approach agreed and in place Challenges have been encountered as tickets are individual rather than available collectively. Initial reporting process developed by BT proved added an additional layer of delay in time sensitive cases Tickets raised with BT and Immersive are treated on an individual user basis and not identified as NLC overall. Create operational guides, trouble shooting documents and support for staff NLC staff Operations Group April 25 – December 25 Guides created and available for staff Internal guidelines, operational guides and troubleshooting documents have been created and shared on relevant Teams channel for ACC staff. Training on use of room has been provided to several groups/staff within CLD, library staff and others. Develop and agree reporting processes for internal performance monitoring NLC staff Operations group April 25 – June 25 Central reporting for all immersive rooms agreed and in place A reporting process for immersive room use has been developed and tested within libraries. Seek to develop further for monitoring across all sites. Page 306 of 348
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☐ Yes ☒ No Ref LR/HL Date 10/08/26 Carbon Neutral Infill for Sports Pitches From Lyall Rennie, Chief Officer (Community Operations) E-mail liddleh@northlan.gov.uk Executive Summary North Lanarkshire Council has reached a decisive point regarding the modernisation of its synthetic sports pitch infrastructure with the scheduled upgrade of seven education sites, and one Leisure site during 2026. These eight pitch carpet replacements will be led by Active & Creative Communities (ACC) who will be deliberately moving away from traditional styrene-butadiene rubber (SBR) in favour of 100% natural cork infill. This report presents the background to this approach and highlights the groundbreaking environmental progress made by North Lanarkshire Council. Recommendations It is recommended that the Communities Committee: (1) Note the decision to move towards a carbon neutral infill for sport surfaces in the forthcoming replacement of 8 existing pitches and the council’s role as a leader in this arena. (2) Otherwise, note the contents of the report. The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition statement (16) Transform our natural environment to support wellbeing and inward investment and enhance it for current and future generations Programme of Work Transforming Places Item 14 Page 307 of 348
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1. Background 1.1 The primary driver for the transition to natural cork infill is the legal reclassification of styrene-butadiene rubber (SBR) from a recycled resource into an environmental pollutant, which creates a major long-term liability for the Council's synthetic sport pitch estate. Arising from EU regulation in 2023, SBR granular infill for sports pitches will be prohibited from sale across Europe from October 2031. 1.2 While the post-Brexit environment means that the UK is not automatically bound by this timeline, the Health and Safety Executive is currently conducting an evidence project and there is a significant risk that the United Kingdom and the Scottish Government will eventually mirror the European ban to ensure regulatory consistency and protect export markets. By choosing to lead the project away from SBR now, Active & Creative Communities is protecting the Council against the future threat of stranded assets which would otherwise require expensive and premature replacement before the end of their standard ten-to-fifteen-year operational life should the UK ultimately implement a restricted sales ban. 2. Report 2.1 In February 2026, the council made the decision to invest in replacement sport surfaces in eight locations - natural cork infill systems will be adopted with the new replacement 3G surfaces to help deliver North Lanarkshire Council Net Zero and compliance objectives: • Cumbernauld/St Andrews Primary School • Taylor High School • St Ambrose High School (Pitch 5) • St Ambrose High School (Pitch 2) • Caldervale High School • Coltness High School • Calderhead High School • Wishaw Sports Centre 2.2 Active & Creative Communities led the 2024/25 construction of three new 3G synthetic football pitches at Cleland, Moodiesburn, and Harthill, where a strategic decision was made to install cork infill in Cleland only to provide a real-time comparison with the traditional SBR used at the other two locations. While these facilities have only been operational for twelve months; and it is acknowledged that this timeframe is early for a final lifecycle analysis, the monitoring data gathered by the ACC’s Estates & Facility team is encouraging. Currently the cork infill at the Cleland site is exhibiting performance and maintenance properties that are equivalent to the rubber-based systems (SBR) in Moodiesburn and Harthill. 2.3 Critically, there does not appear to be any increase in containment issues or infill loss from the cork system when compared to SBR and the very early evidence suggests that the use of cork has no detrimental impact on the upkeep or playability of the facility. This local data is vital because it addresses the maintenance myth which often suggests that organic infills require exponentially more labour or specialised equipment to manage (Watterson, 2025). By successfully managing the Cleland facility, Active & Creative Communities has demonstrated that the transition to organic materials does not necessitate a radical increase in maintenance resources. This Page 308 of 348
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comparative early evidence provides a comfortable foundation for the wider rollout across the eight new sites and reduces the primary concerns regarding operational upkeep. 2.4 By scaling bio-based infills across eight sites, North Lanarkshire Council is moving beyond simple pilot phases to become the definitive First Mover in Scotland and a leading example of sustainable sports infrastructure within the wider United Kingdom. While other local authorities have expressed interest in sustainable alternatives, most remain in a state of strategic paralysis waiting for definitive guidance from the UK government or the conclusion of further studies (Sport England, 2023). The council is taking a bold leadership role that involves managing technology in its technical infancy, compared to the decades of data available for traditional rubber and this positions the council as a pioneer that is actively shaping the market rather than reacting to it. 2.5 The strategic choice to use cork infill supports North Lanarkshire Council’s commitment to achieving Net Zero, as cork is a renewable resource harvested from forests that actively sequester carbon. 3. Measures of success 3.1 Ongoing support and investment in our sports pitches which offers an environmentally sound option to support our work to Net Zero, while managing future risks associated with traditional SBR infill. 4. Supporting documentation No supporting documentation. Lyall Rennie Chief Officer (Community Operations) Page 309 of 348
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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? Finance colleagues are involved in monitoring all spend. 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 310 of 348
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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? The immersive rooms are a key feature of our overall Digital plans and are discussed regularly with Finance & Technology colleagues. 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? This move towards the use of carbon neutral materials is a cornerstone of work towards Net Zero. 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. Page 311 of 348
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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 312 of 348
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☐ Yes ☒ No Ref PH/SD/PIPIF Date 10/08/26 Pride in Place Impact Fund From Pamela Humpries, Chief Officer (Place) E-mail Humphriesp@northlan.gov.uk Executive Summary The UK Government published guidance on the Pride in Place Impact Fund in September 2025, identifying 8 local authorities in Scotland, including North Lanarkshire, to receive £1.5m in capital funding over the period September 2025 to March 2027. The funding is split over the two financial years with £750,000 allocated to each year. The funding is to be used to support activities under the objectives of community spaces, public spaces and high street and town centre revitalisation. A progress report for the Impact Fund for 2025/26 was submitted to the UK Government on 12 May 2026. This report summarises that submission and provides an update on proposals for 2026/27. Section 3 of the report also sets out the target outputs that have been agreed to date and progress towards meeting these. Recommendations It is recommended that Communities Committee: (1) Acknowledges progress in delivery of the Pride in Place Impact Fund. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (21) Continue to identify and access opportunities to leverage additional resources to support our ambitions Programme of Work All Programmes of Work Item 15 Page 313 of 348
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1. Background 1.1 At the Spending Review in June 2025, the UK Government presented proposals for long term local growth funding to support regional growth across the UK for the next 3- year period from April 2026 to March 2029. It was subsequently confirmed that the funding would be distributed through 4 programmes: Pride in Place, Pride in Place Impact Fund, Local Growth Fund and the Growth Mission Fund. In September 2025, further information was provided on the Pride in Place Programme and Pride in Place Impact funding, with North Lanarkshire receiving an allocation from both programmes. This report provides an update on the Pride in Place Impact Fund. 1.2 The UK Government published guidance on the Pride in Place Impact Fund in September 2025, identifying 8 local authorities in Scotland, including North Lanarkshire, to receive £1.5m in capital funding over the period September 2025 to March 2027. The funding is split over the two financial years with £750,000 allocated to each year. The funding is to be used to support activities under the following 3 objectives: • Community spaces: creating, extending, improving or refurbishing existing community facilities and enabling community organisations to take control or ownership of underused but valued local assets. • Public spaces: enhancing the physical environment in public spaces - examples of initiatives include new or improved green spaces or public squares, improved outdoor play, sports and leisure spaces, installing street furniture, public art or wayfinding. • High street and town centre revitalisation: making these areas more attractive and welcoming places where people congregate and which encourage economic activity. Examples of initiatives that could be funded are shop frontage improvements, adaptations that bring premises back into use, streetscape improvements, public art, trails and wayfinding, and creating or improving the infrastructure for regular markets. 1.3 Due to the limited time available to identify, develop and deliver capital projects through this fund, initial work focused on eligible activities that are already at an advanced stage of development and included engagement with local communities in that development process. A list of initial project proposals was circulated to all elected members in February 2026 and was endorsed to Policy and Strategy Committee at its meeting on 19 March 2026. At that Committee it was requested that a report be submitted to the Communities Committee with regard to the additional funding for Local Development Programme projects. This information is provided in appendix 1 of this report. 1.4 A progress report for 2025/26 was submitted to the UK Government on 12 May. This report summarises that report and provides an update on proposals for 2026/27. 2. Report 2.1 The North Lanarkshire Pride in Place Impact Fund programme is progressing well with funding allocated to a range of activities across all 3 objectives of the programme as set out in the UK Government’s prospectus. A key element of the programme has been to consider projects identified through North Lanarkshire’s Community Boards - our main vehicle for community engagement and involvement. As outlined and endorsed at the Policy & Strategy Committee on 19th March 2026 investment priorities have been agreed and progress is summarised in the following paragraphs. Page 314 of 348
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Community Spaces 2.2 Under Community Spaces a programme of improvements to community facilities has been reported to Policy and Strategy Committee. Where identified facilities are leased by community groups they have been provided with grant support to take forward renovation activities with the overall intention to support planned community asset transfer opportunities to meet the priority of enhancing participation, capacity and empowerment of our communities. Grant and contract commitments were in place for the first 4 facilities at the end of March 2026, including one council facility identified for improvement. Public Spaces 2.3 The public spaces objective is being delivered through 2 larger scale projects and a programme of funding for small scale community-identified projects through the Local Development Programme. Both of the larger PIPIF projects were commissioned in 2025/26 - the Heart of the Park project at Palacerigg Country Park and, in Wishaw, the existing pump track will be extended in a joint project with Social Track. The Local Development Programme allocates funds to projects identified by the local communities in each of North Lanarkshire’s Community Board areas. This includes projects such as upgrading footpaths, providing seating areas in popular public spaces and developing information and interpretation panels. A range of these projects will be supported through the Impact Fund, increasing the amount of funding available to support community led projects. High Street and Town Centre Revitalisation 2.4 The third objective has seen the launch of a business grants programme to support landlords and/or tenants to undertake works that bring vacant premises on the high streets back into use. Works such as internal reconfiguration, installation or upgrading of fixtures or external works and improvements can be supported. At the end of March 2026, 5 grants had been awarded and 2 had already completed the funded improvements. 2.5 The second year of the Pride in Place Impact Fund will be delivered in a similar way with further funds allocated to support improvement to community facilities (both community and council managed), projects identified through the Local Development Programme and town centre retail business grants. Individual projects to be funded are still to be confirmed. In addition, funding has been allocated to develop arts projects in our town centres. 3. Measures of success 3.1 As part of the reporting requirements for the Impact Fund, the council is required to report against a limited number of progress metrics on a 6 monthly basis. The UK Government has identified 6 metrics on which reports should be based and request that each 6 monthly report provides a forecast of the metrics that are expected to be achieved and the total achieved at that point. Page 315 of 348
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3.2 As required, the report submitted for 25/26 noted the target expected for each of the metrics and the achievement up to 31 March 2026. As most projects were in the early stages of delivery, the achievement was limited at the reporting point, but targets had been set where a commitment to project activity had been agreed. The targets will increase once further project activity has been agreed. The targets and progress are set out against the metrics in the table below. Metric Target Achieved at 31 March 2026 PIPIF 1 Number of facilities and premises created or improved 8 PIPIF 2 Amount of commercial space created or improved 500m2 179m2 PIPIF 3 Amount of community, culture, sports, or heritage space created or improved 17,902m2 PIPIF 4 Amount of green or blue space created or improved 4,038 m2 PIPIF 5 Amount of public realm created or improved 245m2 4m2 3.3 The next report due to be submitted to the UK Government will include finance and metrics information up to the 30 September 2026. 4. Supporting documentation 4.1 Pride in Place Impact Fund Prospectus - Pride in Place Impact Fund: prospectus - GOV.UK 4.2 UK Government Local Growth Funding, Policy and Strategy Committee, 19 March 2026 - UK Government Local Growth Funding Pamela Humphries Chief Officer (Place) Page 316 of 348
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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? Details of the additional funding available through the Pride in Place Impact Fund are provided in this report. 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 317 of 348
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5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact 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? Any communications prepared for the projects funded by the Pride in Place Impact Fund must acknowledge the support from the UK Government through the programme. There is also a requirement to ensure that local MPs are updated as the programme progresses. 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 318 of 348
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Appendix 1 Project Proposals Community Spaces Outcome 2025/26 2026/27 Active and Creative Refurbishment of Shotts Heritage Centre - new flooring, internal painting and development of new displays. Community engagement is on-going to finalise the proposals and present for consideration Facilities/ premises improved 80,000 Communities Team Grant Fund to support various community groups to enhance facilities and support potential community asset transfer. Capital grants would be provided to support community groups to carry out renovation and improvements to community buildings that are currently leased from the local authority. Proposals would require to be submitted and appraised prior to approval and it is expected that up to 6 groups could be supported. Potential examples below demonstrate types of investment that could be made, but would be subject to an appraisal process: • Harthill Village Hall Association - currently lease the former Senior citizen centre and are carrying out a programme of improvements. They are fundraising to upgrade the toilet and kitchen facilities. • VIP PASS - have a lease for the former Fallside Community Centre and are working on a CAT application to take on ownership of the building, Improvements have included upgrading of the central heating system • Fir Park Corner - earlier works carried out to improve the car park highlighted additional drainage issues which have been repaired with this funding and allow enhanced use of the facility • Shire Amateur Boxing Club - currently lease former Waterloo Community Centre in Wishaw and are planning to carry out improvements to enhance the facility Facilities/ premises improved 160,000 40,000 Facilities Refurbishment and renovation of NLC community facilities to enhance footfall and usage. • Gartlea Community Centre - replacement of flooring • Garrell Vale Community Centre - replacement of flooring, internal decoration and repairs to the roof • Viewpark Community Centre - internal decoration and refurbishment Facilities/ premises improved 35,000 150,000 Community Spaces 195,000 270,000 Page 319 of 348
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Public Spaces Outcome 2025/26 2026/27 Active and Creative (Heritage) Welcome and interpretation signs at Heritage villages and sites across North Lanarkshire aimed at raising local awareness and potential visitors to the area. Activities could be scaled back to fewer sites. Public Realm improved 50,000 Greenspace Team Palacerigg Country Park - proposal to transform the heart of the park with a fully surfaced loop path, new picnic area on a disused area, complemented by appropriate signage and interpretation and some planter benches. Commitment by March 2026 Green/blue space improved 340,000 Abronhill Active Travel signage Extension of signage from the Abronhill residential area of Cumbernauld leading to the country park which was identifies as a priority in an active travel consultation in 2025. 6,000 Communities Team Wishawhill Pump Track - improvement and extension to the current track - community engagement has taken place on the proposal and potential for Community Asset transfer of the Pump Track - total cost is £300,000 with 50% secured from Sports Scotland Green/blue space improved 40,000 110,000 Communities/Active and Creative and Greenspace Teams Contribution to local community-led projects approved through the Local Development Programme (LDP). This incudes: • Cumbernauld Community Notice Boards • Woodilee Play Area benches • Strathkelvin Railway Footpath clearance • Ballocheny Road, Plains Footpath improvements • Kilsyth Hoarding Historical Graphic Panels • Viewpark Glen signage • Moddiesburn Youth Play Area Public Realm improved Green/blue space improved 13,353 186,647 Public Spaces 449,353 296,647 Page 320 of 348
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High Street and Town Centre Revitalisation Enterprise Town Centre retail grants - for landlords and businesses to support set up costs and external repairs/improvements for premises that have been vacant for at least 3 months. To address vacant high street spaces and declining footfall. Currently running as a pilot in 2026/27, but extended for 2026/7 to invite applications for shop front improvements. Amount of commercial space created or improved 26,125 232,875 Communities Team Public realm art project for Town Centres, to be developed in conjunction with the Community Boards Public Realm improved 30,000 High Street and Town Centre Revitalisation 26,125 262,875 2025/26 2026/27 Community Spaces 195,000 270,000 Public Spaces 449,353 296,647 High Street and Town Centre Revitalisation 26,125 262,875 TOTAL 670,478 829,522 Page 321 of 348
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☐ Yes ☒ No Ref LR/HL/AH Date 10/08/26 ACC Usage and Footfall Q1 25-26 and Q1 26-27 From Lyall Rennie, Chief Officer (Community Operations) Email Liddleh@northlan.gov.uk 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. Executive Summary For the information of elected members, this report provides an overview of usage of a range of sports, culture and leisure venues, comparing quarter one of 2025-26 and quarter one of 2026-27. Recommendations It is recommended that Communities Committee: (1) Notes usage and footfall associated with the council’s sports, culture, leisure 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 16 Page 323 of 348
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1.4 Members should note that this report will not include information on the use of community facilities. The team is currently moving to a new system of recording data and it has not been possible to provide complete details for this quarter. 2. Report 2.1 Appendix One provides a breakdown of footfall during quarter one of 2025/26 as compared to quarter one of 2026/27 for Active NL, Community Libraries, Creative Resources and Venues and Museums. 2.2 Overall, there is a generally positive picture across Active & Creative Communities, although numbers attending leisure centres tend to drop slightly in quarter one, compared to the previous quarter which is traditionally the busiest period of the year. Our entertainment venues continue to perform well with an overall improvement in library footfall. 2.3 The council continues to work with a range of local groups to support increased use of our facilities wherever possible. Work with the Community Ownership and Management Group continues to support community interest in all forms of access including community asset transfer where this approach supports the aspirations of local groups. 3. Measures of success 3.1 A thriving and sustainable council service which supports the delivery of culture, sport, leisure, and community facility services. 4. Supporting documentation Appendix One – Usage and Footfall Q1 2025/26 and Q1 2026/27 Lyall Rennie Chief Officer (Community Operations) Page 324 of 348
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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 ☐ Page 325 of 348
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5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact 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 326 of 348
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Appendix One – Usage and Footfall Q1 2025/26 and Q1 2026/27. Active NL 2025-26 2026-27 % Q4 2025-26 Comment/Closures Venues Q1 Q1 Movement Airdrie Leisure Centre 96685 84926 -12.16% 105107 Gym closed for refurbishment April 2026. Aquatec 10270 6160 -40.01% Broadwood Leisure Centre 146708 144305 -1.6% 161316 Iain Nicolson Centre 31485 33141 +5.26% 38090 John Smith Pool 0 13096 0 Keir Hardie Centre 19677 24065 +22.3% 24723 Kilsyth Swimming Pool 24854 26276 +5.72% 28461 Lochview Golf Centre 26156 15323 -41.4% 11739 Palacerigg Golf Course 20732 15134 -27% 9522 Ravenscraig Sports Centre 181935 213095 +17.1% 285179 Shotts Leisure Centre 16822 31144 +85.2% 26226 Sir Matt Busby Sports Centre 131192 112872 -13.9% 201314 Time Capsule 100476 147627 +47.2% 139461 Townhead 16062 29655 +84.6% 32858 Tryst Sports Centre 160716 120511 -25.1% 154148 Wishaw Sports Centre 144213 161532 +12% 155492 Total 1128535 1178942 +4.46% 1,377083 Page 327 of 348
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Community Libraries 25-26 26-27 % Q4 2025-26 Comment Libraries Q1 Q1 Movement Abronhill 7,267 6,805 -6.35% 6,524 Airdrie 16,057 16,477 +2.61% 16,101 Bellshill 15,451 17,629 +14.09% 15,895 Chapelhall 4,487 5,073 +13.06% 4,985 Chryston 1,899 2,072 +9.11% 2,045 Cleland 3,390 2,306 -31.97% 2,376 Coatbridge 13,558 16,224 +19.66% 14,953 Condorrat 5,515 5,012 -9.12% 5,378 Cumbernauld 16,101 18,245 +13.31% 15,284 Kilsyth 6,842 6,943 +1.47% 6,377 Moodiesburn 4,394 3,700 -15.79% 4,220 Motherwell 23,435 25,107 +7.13% 24,523 New Stevenson 3,462 3,328 -3.87% 5,041 Newarthill 1,464 2,293 -56.62% 2,045 Newmains 3,397 4,306 -26.75% 4,255 Shotts 2,637 2,364 -10.35% 3,023 Stepps 7,048 5,778 -18.01% 8,211 Viewpark 4,123 4,346 +5.4% 3,935 Wishaw 26,796 37,227 +38.92% 24,427 Total 167,323 185,235 +10.7% 169,598 Page 328 of 348
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Outreach Services 25-26 26-27 % Q4 2025-26 Comment Q1 Q1 Movement Outreach Van 497 481 -3.2% 504 Creative Venues Creative Venues 25-26 26-27 % Q4 2025-26 Q1 Q1 Movement Comment Airdrie Town Hall 14,814 18,566 +25.3% 8953 Bellshill Cultural Centre 3,824 4,379 +14.5% 2719 Cumbernauld Theatre 15398 19,064 +23.8% 13752 Total 34694 42,009 +21.1% 25512 Museums & Collections Museums 25-26 26-27 % Q4 2025-26 Q1 Q1 Movement Comment Summerlee 57,925 54,517 -5.8% 31129 NL Heritage Centre 5,364 5,414 +0.9% 4675 Total 63,289 59,931 -5.3% 35804 Page 329 of 348
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☐ Yes ☒ No Ref: LR/HL Date: 10 August 2026 Contract Award for ‘The Time Capsule - Flume and Tipping Bucket Upgrade & Refurbishment’ From Lyall Rennie, Chief Officer (Community Operations) E-mail morrisongra@northlan.gov,uk Executive Summary In accordance with the councils General Contract Standing Orders (GCSOs), the Committee is asked to acknowledge the award of a contract for The Time Capsule - Flume and Tipping Bucket Upgrade & Refurbishment (the ‘Agreement’) following the undertaking of a procurement procedure as detailed within this report below. The procurement procedure was undertaken using a Negotiated Tender Procedure in accordance with the provisions set out in GCSO 9.2. This approach was considered appropriate given the nature and specific requirements of the Agreement. As the total estimated value of the Agreement falls within the reporting thresholds outlined in GCSO 21.2.1, the Agreement was formally awarded on 05 June 2026. In line with governance and transparency requirements, the outcome of the procurement procedure is being reported to Committee in accordance with GCSO 9.5. Recommendations It is recommended that the Communities Committee: (1) Acknowledges the award of the Agreement to Neuman Aqua Limited (the “Contractor”) at the maximum value of One million, four hundred and eighty-seven thousand, three hundred and seventy-five Pounds Sterling (£1,487,375) exclusive of VAT across the Agreements full term which is made up of a period of 12 months that commenced on 12 June 2026 with the council reserving the right to extend the Agreement for additional periods up to a maximum of a further six months 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 Transforming Places Item 17 Page 331 of 348
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1. Background 1.1 The Agreement is for the complete replacement and themed refurbishment of two body slides and the central tipping bucket water feature system at The Time Capsule waterpark in Coatbridge. 1.2 The Agreement is structured as a single, comprehensive specialist turnkey works package rather than being divided into multiple lots. This strategy guarantees absolute continuity of design liability and eliminates the interface risks commonly associated with multi-contractor delivery models. 1.3 The overarching objective of this capital investment is to modernise a flagship regional leisure asset, directly supporting the council's priority to improve community health and wellbeing through high-quality social, cultural, and leisure infrastructure. 1.4 The scope of the Agreement includes the installation of high-specification flumes featuring immersive themed entrances; specifically, a ‘Deep Coal Mine’ motif for Flume 1 and a ‘Locomotive Train’ motif for Flume 2; alongside transparent tube sections and daylight ring effects. 1.5 The project is fully funded through the council's approved capital investment budget. Progressing with this upgrade mitigates severe operational risks, including catastrophic equipment breakdown, unplanned facility closure, subsequent loss of commercial revenue, and damage to the venue's reputation. 1.6 These requirements have historically been delivered to date via localised, small-scale maintenance agreements, many of which operated below standard procurement thresholds. The current advanced degradation of the assets necessitates a strategic, full-scale structural replacement. 1.7 A key lesson learned from previous waterpark upgrades at the facility is the critical importance of keeping design development, hydraulic integration, and on-site engineering under a single contractual arrangement to prevent technical mismatches and cost overruns. 1.8 The requirements of the Agreement have never been contracted before by the council therefore historical information, data etc. is not available. 1.9 Despite the absence of a historical contract, the Contractor has maintained a long-term relationship with the Time Capsule facility since its original construction. While there is no exact like-for-like contract on record, the Contractor is intimately familiar with the building's infrastructure and has extensive experience with previous flume and water feature improvements on-site. This localised background ensures they are uniquely placed to understand the specific structural, mechanical, and architectural requirements of the building. 1.10 To demonstrate Best Value, the commercial terms and technical parameters have been finalised through a robust consultant-led benchmarking and negotiation exercise against global manufacturers. 2. Report 2.1 A panel of technical and procurement representatives (the User Intelligence Group (UIG)) was formed to develop and agree the procurement strategy for the Agreement to enable the council to achieve maximum benefit for the requirements. Page 332 of 348
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2.2 The initial estimated value of the Agreement dictated that the opportunity be considered as a “Non-Regulated” procurement procedure. 2.3 The procurement procedure was undertaken as a “Negotiated Tender Procedure (NTP)”. An NTP is a non-competitive procurement procedure that may only be undertaken were substantial justification and rationale can be demonstrated in accordance with the applicable procurement regulations therefore allowing the council to engage and negotiate directly with an identified company without a competitive procurement procedure being undertaken. 2.4 Following advice from the Chief Officer (Asset and Procurement) and the Chief Officer (Legal and Democratic) in accordance with GCSO 9, the Chief Officer (Community Operations) approved the progression of the NTP on 18 May 2026. 2.5 Appendix 1 provides a summary of the procurement procedure undertaken including the key considerations and outcomes. Financial / Budget Consideration 2.6 The pre-tender whole life estimate budget for the Agreement was £1,500,000. The costs associated with delivery of the Agreement will be contained within the Capital budget for the Active & Creative Communities team within Community Operations. 2.7 The final Agreement value for the turnkey delivery of the project is £1,487,375 exclusive of VAT. When evaluated against the council’s approved capital investment budget of £1,500,000, this secures an immediate capital saving of £12,625, representing a 0.84% under-budget variance. This financial position incorporates the core specialist works package of £1,448,895 alongside the inclusion of the optional dual-slide interactive timing and scoreboard systems at a fixed cost of £38,480, successfully eliminating the risk of future contract variations while maintaining an unallocated contingency within the authorised budget limit Price Stability 2.8 The Agreement is established on a strict commercial basis of fixed pricing, ensuring that the total Agreement sum of £1,487,375 remains firm, unchangeable, and completely insulated from market fluctuations for the entire 12-month duration. All rates and costs submitted by the Contractor are inclusive of specialised fabrication, transportation, site plant, insurance, senior project management, and complete installation delivery, which explicitly removes any risk of indexing or inflationary price adjustments during the project lifecycle. Contract variations will not be permitted unless the council formally requests a material alteration to the agreed specification, and no Agreement price review points have been integrated into the terms of the Agreement. 2.9 To protect the council's financial exposure and align with standard industry practice, payment milestones are explicitly tied to physical project outputs rather than time-elapsed review periods. Payments will be released in six distinct, output-verified stages: an initial 20% on order, 20% upon full design sign-off to initiate production, 20% one week prior to transportation, 20% upon safe arrival on site, 15% following installation completion, and the final 5% retention released upon formal handover and recommissioning of the equipment. Community Benefits 2.10 The procurement did not include a community benefit requirement because of the highly specialised, non-competitive nature of the direct award to a single vendor Page 333 of 348
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Fair Work First and Payment of the Living Wage 2.11 Within their tender submission, the recommended Contractor intimated that they would commit to the following areas of the Scottish Governments “Fair Work First” initiative: • Neuman Aqua Limited ensures clear lines of internal communication and engagement across its delivery teams to support employee involvement. • The Contractor actively maintains stable employment conditions throughout the intensive 15-to-20-week production phase and the subsequent 9-week on-site installation phase. • The Agreement utilises established, specialised engineering, senior site project management, and on-site construction labour teams allocated under stable professional structures. • The Contractor operates under a formally verified Equal Opportunities policy that strictly conforms to all current UK national and EC legislation. • The Contractor ensures that all allocated personnel are compensated in accordance with professional industry benchmarks, actively promoting fair pay practices throughout the 12-month delivery lifecycle of the contract. • The Contractor maintains a comprehensive, legally compliant Health and Safety policy that conforms to current UK and EC national legislation to protect staff across all delivery and removal stages. Contract Management 2.12 Officers from the Active & Creative Communities team within Community Operations will be responsible for managing the Agreement which will be undertaken in accordance with the contract and supplier management conditions applied within the Agreement. 3. Measures of success 3.1 The Agreement will deliver the following outcomes; 3.2 Best Value will be demonstrated as outlined in Appendix 1; 3.3 The Agreement will deliver a series of distinct operational, technical, and commercial outcomes that establish the overall measures of success for this procurement exercise: • The delivery of a complete turnkey installation within a total capital expenditure of £1,487,375 exclusive of VAT, successfully capturing a cost efficiency of £12,625 against the council's approved £1,500,000 baseline budget. • The full mitigation of critical asset failure risks and the elimination of unplanned waterpark closures by replacing aging infrastructure that has reached the end of its operational lifecycle. • The total protection of the council against contract variation risks through the front-loaded inclusion of the dual-slide interactive timing and display scoreboard systems within a legally binding, fixed-price agreement. Page 334 of 348
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• The preservation of the council's professional indemnity position by securing single-point design and installation liability with an industry specialist, completely removing the technical interface risks associated with multi-contractor delivery models. • The minimisation of facility downtime and a rapid return to service through an optimized 12-month delivery program that secures a prioritized manufacturing slot and limits on-site removal and installation disruption to a defined 11-week window. • The direct defence and long-term recovery of the facility's commercial visitor revenue by upgrading the attraction with high-specification, visually enhanced flumes featuring immersive ‘Deep Coal Mine’ and ‘Locomotive Train’ themes. • The strict adherence to internal local governance through full compliance with General Contract Standing Order 9.2, backed by a robust consultant-led market benchmarking exercise that verified commercial alignment against multiple global suppliers. 4. Supporting documents 4.1 Appendix 1 Summary of Procurement Procedure. Lyall Rennie Chief Officer (Community Operations) Page 335 of 348
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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? All procurement procedures will have potential legal implications however throughout this Agreement, compliance with the councils General Contract Standing Orders and the relevant procurement regulations has been maintained with advice from colleagues in Corporate Procurement and Legal Services sought as and when required. Consultation has been maintained with Corporate Procurement and Legal Services throughout this process. The contract is progressed under a Negotiated Tender Procedure (NTP) in strict compliance with Clause 9.2 of the council's General Contract Standing Orders (GCSOs), bypassing standard regulated competition due to highly specialised technical constraints and single-source design continuity. Legal risk is heavily mitigated by appointing a single principal contractor to assume total turnkey design and build liability, which protects the council’s professional indemnity position and removes the contract interface risks of multi-vendor delivery models. Page 336 of 348
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5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e-mailed to dataprotection@northlan.gov.uk Yes ☐ No ☒ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☒ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? The project risks will be recorded and monitored within the Active & Creative Communities project risk register, with several key mitigations established by this procurement route. Approving this direct award immediately addresses the critical asset lifecycle risk of complete mechanical breakdown or unexpected attraction closures caused by the advanced degradation of the existing slides. Moving forward now secures a guaranteed 2026/2027 production slot, mitigating the risk of material inflation costs and extended venue downtime that a protracted, open-market tender would cause. Technical interface and design liability risks; where separate designers and installers conflict over site constraints; are entirely eliminated by consolidating the full lifecycle under one expert principal contractor who possesses a unique historical blueprint knowledge of the building's structural load points and pool plant layout. Page 337 of 348
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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 338 of 348
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Summary of Procurement Procedure Appendix 1 Overview Reference NLC-NTP-26-009 Title The Time Capsule - Flume and Tipping Bucket Upgrade & Refurbishment Classification Works Responsible Chief Officer and Position Lyall Rennie - Chief Officer (Community Operations) Competition Governance by Value Non Regulated - Councils General Contract Standing Orders Route to Market Negotiated Tender Procedure Justification for NTP Procedure: The procurement was undertaken as a Negotiated Tender Procedure (NTP) in strict accordance with Clause 9.2 of the council’s General Contract Standing Orders (GCSOs) due to highly specialised technical constraints and single-source design continuity. The water-ride manufacturing and engineering market is exceptionally niche, with very few capable suppliers globally. The Contractor possesses a unique, decades-long historical knowledge of The Time Capsule facility, having been intrinsically involved in its original construction and subsequent aquatic asset installations. They hold detailed data regarding the building’s complex ‘as-built’ structural load points, internal spatial constraints, and pool plant filtration systems. Engaging an alternative provider would require duplicating the entire technical design phase from scratch, introducing a severe risk of hydraulic incompatibility, a complete loss of unified design liability, and substantial project delays. Direct negotiation with this specific Contractor represents the only viable route to secure single-point design and installation liability, heavily mitigating technical interface risks and protecting the council’s commercial position How Has “Best Value” Been Demonstrated? Best Value has been demonstrated through a robust market-testing exercise that benchmarked the Contractor’s pricing against four to five alternative global manufacturers, verifying that the final negotiated Agreement sum of £1,487,375 exclusive of VAT directly aligns with fair market rates. This process captures an immediate capital saving of £12,625 against the council's authorised £1,500,000 project budget while successfully absorbing the cost of the advanced dual-slide timing systems. Furthermore, consolidating the entire project lifecycle under a single turnkey Agreement secures absolute single-point design and build liability with an expert firm, completely eliminating the costly administrative overheads, technical interface risks, and potential conflict variations associated with multi-contractor delivery models. Award Details General Overview Total / Maximum Value £1,487,375 Contract Duration (Months) 12 Page 339 of 348
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Contractor Registered Name(s) Neuman Aqua Limited Contractor Overview Registered Local Authority Area Surrey Contractor(s) Size Small Living Wage Paying the Living Wage Yes Living Wage Accredited Yes Overview of Community Benefits The procurement did not include a community benefit requirement because of the highly specialised, non- competitive nature of the direct award to a single vendor Impacts Summary, Public Sector Equality Duty and Fairer Scotland Duty ☐ HR Policy Impact ☐ Data Protection Impact ☐ Environment / Carbon Impact ☐ Risk Impact ☒ Children’s Rights and Wellbeing Impact ☐ Financial Impact ☐ Legal Impact ☒ Technology / Digital Impact ☐ Comms impact ☐ Armed Forces Covenant Duty ☐ Page 340 of 348
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☐ Yes ☒ No Ref JMcK/CPT Date 10/08/26 Contracts awarded below Committee approval threshold From James McKinstry - Chief Officer (Assets and Procurement) E-mail McKinstryJ@northlan.gov.uk Executive Summary In accordance with the Council’s General Contract Standing Orders (“GCSOs”), GCSO 21.10 requires a summary report be presented to members with details of contracts awarded since last committee, specifically for the spend range: • over £50,000 but below £500,000 for supplies or services; and, • over £500,000 but below £2,000,000 for works. Recommendations It is recommended that the Communities Committee: (1) Acknowledge the contract awards made since last committee reporting cycle. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Programme of Work Statutory / corporate / service requirement Item 18 Page 341 of 348
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1. Background 1.1 The Local Government (Scotland) Act 1973 section 81 requires local authorities to “…make standing orders with respect to the making by them or on their behalf of contracts for the supply of goods or materials or for the execution of works.”. 1.2 The Council’s General Contract Standing Orders (“GCSOs”) set out the council’s specific procurement procedures and responsibilities at all spend levels, and include the reporting requirements of procurement activity, including contracts awards, to committee for either approval or acknowledgement. 2. Report 2.1 In accordance with GCSO 21.10, this report summarises the contract awards since last committee, specifically for the spend range: • over £50,000 but below £500,000 for supplies or services; and, • over £500,000 but below £2,000,000 for works. 2.2 If you require further information regards the contract awards reported, please refer to the lead service area / Chief Officer detailed in the appendix. 3. Measures of success 3.1 All requirements contracted contribute to either the council’s programme of work and/or fulfil a statutory requirement. 3.2 All contract awards secure best value for the council in accordance with their evaluation criteria. 3.3 All necessary diligence has been undertaken in the evaluation and appointment of contractors. 3.4 All contract awards are logged in the council’s contract register. 4. Supporting documentation 4.1 Appendix 1 Summary of contracts awarded. James McKinstry Chief Officer (Assets and Procurement) 5. Impacts 5.1 Impacts considered as part of the contract award procedures are recorded in the individual contract award reports held by the lead service area. Page 342 of 348
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Summary of Contracts Awarded Appendix 1 Contract Ref NLC-CPT-25-093 Title NLC Play Areas Autumn 2025 Lot 1 MUGAs Bargeddie, Croy, Bellshill Classification Supplies Chief Officer, Procuring Service Area Carolynne Coole, Senior Strategic Communications Manager Competition Governance by Value The Framework terms & conditions, with adherence to the council’s GCSO 13 on 3rd party frameworks Procurement Route Call-off following Mini Competition using a Third-Party Framework (Multi Contractor Framework) No. of Contractors invited 10 No. of Bids Received 3 Award Criteria Most Economically Advantageous Tender (“MEAT) Scoring Model Evaluation Scores – Successful 87% Evaluation Scores – Unsuccessful Not Applicable Comments The call-off was made following a mini-competition through the Scotland Excel Framework for Outdoor Play and Sports Facilities (0420) Lot 3 – Design, Supply and Installation of Multi-Use Games Areas. Two tenderers failed to submit a proposal within the Council’s maximum budget therefore resulted in a fail and were not considered for the Contract. Award Details Value £239,722.74 Contract Duration 24 Months Contractor Name Kompan Scotland Limited Contractor Size SME Contractor Location West Lothian Status - Payment of Living Wage? Yes Status - Living Wage Accredited? No Impacts this section highlights which impacts were considered for this contract award procedure Public Sector Equality Duty and Fairer Scotland Duty ☒ HR Policy Impact ☐ Data Protection Impact ☐ Environment / Carbon Impact ☒ Risk Impact ☒ Children’s Rights and Wellbeing Impact ☒ Financial Impact ☒ Legal Impact ☐ Technology / Digital Impact ☐ Communications Impact ☒ Armed Forces Covenant Duty ☐ Further details regarding these impacts can be obtained from the Lead Service Area / Chief Officer Page 343 of 348
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Contract Ref NLC-CPT-25-094 Title NLC Play Areas Autumn 2025 Lot 2 Outdoor Gyms Moodiesburn, Newarthill and Muirhouse Classification Supplies Chief Officer, Procuring Service Area Carolynne Coole, Senior Strategic Communications Manager Competition Governance by Value The Framework terms & conditions, with adherence to the council’s GCSO 13 on 3rd party frameworks Procurement Route Call-off following Mini Competition using a Third-Party Framework (Multi Contractor Framework) No. of Contractors invited 10 No. of Bids Received 3 Award Criteria Most Economically Advantageous Tender (“MEAT) Scoring Model Evaluation Scores – Successful 100% Evaluation Scores – Unsuccessful 30% - 72% Comments The call-off was made following a mini-competition through the Scotland Excel Framework for Outdoor Play and Sports Facilities (0420) Lot 1 – Design, Supply and Installation of Outdoor Plays Areas. Award Details Value £119,349.15 Contract Duration 24 Months Contractor Name Proludic Limited Contractor Size SME Contractor Location Leicestershire Status - Payment of Living Wage? Yes Status - Living Wage Accredited? Yes Impacts this section highlights which impacts were considered for this contract award procedure Public Sector Equality Duty and Fairer Scotland Duty ☒ HR Policy Impact ☐ Data Protection Impact ☐ Environment / Carbon Impact ☒ Risk Impact ☒ Children’s Rights and Wellbeing Impact ☒ Financial Impact ☒ Legal Impact ☐ Technology / Digital Impact ☐ Communications Impact ☒ Armed Forces Covenant Duty ☐ Further details regarding these impacts can be obtained from the Lead Service Area / Chief Officer Page 344 of 348
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Contract Ref NLC-CPT-25-095 Title NLC Play Areas Autumn 2025 Lot 3 Play Areas Colzium, Hillside and Glenboig Classification Supplies Chief Officer, Procuring Service Area Carolynne Coole, Senior Strategic Communications Manager Competition Governance by Value The Framework terms & conditions, with adherence to the council’s GCSO 13 on 3rd party frameworks Procurement Route Call-off following Mini Competition using a Third-Party Framework (Multi Contractor Framework) No. of Contractors invited 10 No. of Bids Received 1 Award Criteria Most Economically Advantageous Tender (“MEAT) Scoring Model Evaluation Scores – Successful 78% Evaluation Scores – Unsuccessful Not Applicable Comments The call-off was made following a mini-competition through the Scotland Excel Framework for Outdoor Play and Sports Facilities (0420) Lot 1 – Design, Supply and Installation of Outdoor Plays Areas. Award Details Value £230,000 Contract Duration 24 Months Contractor Name Proludic Limited Contractor Size SME Contractor Location Leicestershire Status - Payment of Living Wage? Yes Status - Living Wage Accredited? Yes Impacts this section highlights which impacts were considered for this contract award procedure Public Sector Equality Duty and Fairer Scotland Duty ☒ HR Policy Impact ☐ Data Protection Impact ☐ Environment / Carbon Impact ☒ Risk Impact ☒ Children’s Rights and Wellbeing Impact ☒ Financial Impact ☒ Legal Impact ☐ Technology / Digital Impact ☐ Communications Impact ☒ Armed Forces Covenant Duty ☐ Further details regarding these impacts can be obtained from the Lead Service Area / Chief Officer Page 345 of 348
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Contract Ref NLC-CPT-25-096 Title NLC Play Areas Autumn 2025 Lot 4 Play Areas Bellshill Classification Supplies Chief Officer, Procuring Service Area Carolynne Coole, Senior Strategic Communications Manager Competition Governance by Value The Framework terms & conditions, with adherence to the council’s GCSO 13 on 3rd party frameworks Procurement Route Call-off following Mini Competition using a Third-Party Framework (Multi Contractor Framework) No. of Contractors invited 10 No. of Bids Received 3 Award Criteria Most Economically Advantageous Tender (“MEAT) Scoring Model Evaluation Scores – Successful 87% Evaluation Scores – Unsuccessful 47% - 85% Comments The call-off was made following a mini-competition through the Scotland Excel Framework for Outdoor Play and Sports Facilities (0420) Lot 1 – Design, Supply and Installation of Outdoor Plays Areas. Award Details Value £199,994.32 Contract Duration 24 Months Contractor Name Kompan Scotland Limited Contractor Size SME Contractor Location West Lothian Status - Payment of Living Wage? Yes Status - Living Wage Accredited? No Impacts this section highlights which impacts were considered for this contract award procedure Public Sector Equality Duty and Fairer Scotland Duty ☒ HR Policy Impact ☐ Data Protection Impact ☐ Environment / Carbon Impact ☒ Risk Impact ☒ Children’s Rights and Wellbeing Impact ☒ Financial Impact ☒ Legal Impact ☐ Technology / Digital Impact ☐ Communications Impact ☒ Armed Forces Covenant Duty ☐ Further details regarding these impacts can be obtained from the Lead Service Area / Chief Officer Page 346 of 348
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Contract Ref NLC-CPT-25-097 Title NLC Play Areas Autumn 2025 Lot 5 Play Areas Cumbernauld and Shotts Classification Supplies Chief Officer, Procuring Service Area Carolynne Coole, Senior Strategic Communications Manager Competition Governance by Value The Framework terms & conditions, with adherence to the council’s GCSO 13 on 3rd party frameworks Procurement Route Call-off following Mini Competition using a Third-Party Framework (Multi Contractor Framework) No. of Contractors invited 10 No. of Bids Received 3 Award Criteria Most Economically Advantageous Tender (“MEAT) Scoring Model Evaluation Scores – Successful 85% Evaluation Scores – Unsuccessful 30% - 80% Comments The call-off was made following a mini-competition through the Scotland Excel Framework for Outdoor Play and Sports Facilities (0420) Lot 1 – Design, Supply and Installation of Outdoor Plays Areas. Award Details Value £199,624.05 Contract Duration 24 Months Contractor Name Kompan Scotland Limited Contractor Size SME Contractor Location West Lothian Status - Payment of Living Wage? Yes Status - Living Wage Accredited? No Impacts this section highlights which impacts were considered for this contract award procedure Public Sector Equality Duty and Fairer Scotland Duty ☒ HR Policy Impact ☐ Data Protection Impact ☐ Environment / Carbon Impact ☒ Risk Impact ☒ Children’s Rights and Wellbeing Impact ☒ Financial Impact ☒ Legal Impact ☐ Technology / Digital Impact ☐ Communications Impact ☒ Armed Forces Covenant Duty ☐ Further details regarding these impacts can be obtained from the Lead Service Area / Chief Officer Page 347 of 348
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Contract Ref NLC-SLP-25-158 Title Sports Pitch Replacement Project (pitch upgrades at St Andrews Primary School, Taylor High School, St Ambrose High School, Caldervale High School, Coltness High School, Calderhead High School and Wishaw Sport Centre) Classification Works Chief Officer, Procuring Service Area Lyall Rennie, Chief Officer (Community Operations) Competition Governance by Value The Framework terms & conditions, with adherence to the council’s GCSO 13 on 3rd party frameworks Procurement Route Call-off following Mini Competition using a Third-Party Framework (Multi Contractor Framework) No. of Contractors invited 7 No. of Bids Received 3 Award Criteria Most Economically Advantageous Tender (“MEAT) Scoring Model Evaluation Scores – Successful 98% Evaluation Scores – Unsuccessful 82.77% - 85.02% Comments The call-off was made following a mini-competition through the Scotland Excel Framework for Outdoor Play and Sports Facilities (0420) Lot 6 – Design, Supply and Installation of Artificial Surfaces Award Details Value £1,990,765.76 Contract Duration 10 months (initial 6 months, option to extend 4 months) Contractor Name Sportex Group Limited Contractor Size SME Contractor Location Falkirk Status - Payment of Living Wage? Yes Status - Living Wage Accredited? Yes Impacts this section highlights which impacts were considered for this contract award procedure Public Sector Equality Duty and Fairer Scotland Duty ☐ HR Policy Impact ☐ Data Protection Impact ☐ Environment / Carbon Impact ☐ Risk Impact ☐ Children’s Rights and Wellbeing Impact ☐ Financial Impact ☐ Legal Impact ☐ Technology / Digital Impact ☐ Communications Impact ☐ Armed Forces Covenant Duty ☐ Further details regarding these impacts can be obtained from the Lead Service Area / Chief Officer Page 348 of 348