Agenda pack
North Lanarkshire Council · 6 February 2023
Back to Communities Committee — 6 February 2023 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Our Ref: Your Ref: Contact: Tel: Fax: E-Mail: Date: Andrew Rose 07951 409714 rosean@northlan.gov.uk 26 Jan 2023 Members of the Communities Committee Chief Executive’s Office Archie Aitken Chief Officer of Legal & Democratic Civic Centre, Windmillhill Street Motherwell ML1 1AB DX 571701, Motherwell 2 www.northlanarkshire.gov.uk Notice is given that a Meeting of the COMMUNITIES COMMITTEE is to be held within the Council Chamber, Civic Centre, Motherwell on Monday, 6 February 2023 at 10:00 am which you are requested to attend. The agenda of business is attached. Chief Officer of Legal and Democratic Members : Councillors: D Ashraf, C Barclay, B Baudo, A Beveridge, B Burgess, A Campbell, T Fisher, F Fotheringham, M Hughes, J Jones, J Keltie, A Khan, M McBride, B McCluskey, B McCulloch, J McLaren, F McNally, L Mitchell, L Nolan, P Patton, D Robb, A Smith, K Stevenson, J Toner, C Williams. Page 1 of 173
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Agenda (1) Declarations of Interest In Terms of the Ethical Standards In Public Life Etc. (Scotland) Act 2000 (2) Minute of Meeting of the Petitions Sub-Committee - 2 November 2022 (page 5 - 8) Submit minute of meeting of the Petitions Sub-Committee held on 2 November 2022 for approval (copy herewith) (3) Driving Digitally Locally (page 9 - 18) Submit report by the Chief Officer, Business and Digital providing an update on the progress to date on the development of the Driving Digital Locally framework amongst key stakeholders, communities and elected members and highlighting several next steps (copy herewith) (4) PO48.1 - Integration of Active and Creative Communities into Education, Children & Families (page 19 - 24) Submit report by the Chief Officer of Education (South) providing an overview of the integration of Active and Creative Communities into the broader Education, Children and Families remit, outlining progress to date and planned next steps (copy herewith) (5) PO48.1 - Activity to Increase Participation and Engagement Levels Across North Lanarkshire (page 25 - 30) Submit report by the Chief Officer of Education (South) providing an update on recovery within Active and Creative Communities, linking to overall efforts to increase participation and engagement through a range of social, cultural and leisure activities (copy herewith) (6) North Lanarkshire Partnership Strategic Leadership Board: 2021/22 Annual Oversight and Outcomes Report (Programmes of Work 56.2 and 75.1 Part 6) (page 31 - 50) Submit report by the Chief Officer, Business and Digital (1) advising that Community planning partners must report publicly on their progress including where outcomes have been improved through joint planning, collaboration and effective partnership working - operationally and strategically, and (2) presenting the Oversight and Outcome Report 2021/22 highlighting where community planning in North Lanarkshire is making a positive impact in strengthening partnership working and improving outcomes in line with The Plan for North Lanarkshire’s shared ambitions (copy herewith) (7) P056.2(3) Community Boards and Partnership Communications Strategy (page 51 - 60) Submit report by the Chief Officer, Strategic Communication and Engagement providing an update on key progress linked to supporting the development of the Community Board model including updates on the 9th cycle of Community Board meetings which took place throughout November and December 2022 (copy herewith) Page 3 of 173
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2 (8) Community Board Local Development Programme (page 61 - 92) Submit report by the Chief Officer, Strategic Communication and Engagement (1) providing an update on progress with the Community Board Local Development Programme projects previously approved by Committee, and (2) seeking in principle approval for new potential projects as proposed by local community groups (copy herewith) (9) Grants Awards Programme 2023/24 (page 93 - 104) Submit report by the Chief Officer, Strategic Communication and Engagement providing details of applications submitted for funding from the Council’s Grant Awards Programme (2023/24) for approval (copy herewith) (10) Voluntary Action North Lanarkshire (VANL) Service Level Agreement 2023/24 (page 105 - 144) There was submitted a report by the Chief Officer, Strategic Communication and Engagement seeking approval for the recommended funding level for VANL for 2023/24 (copy herewith) (11) Local Outcome Improvement Plan (LOIP) 6 Month Progress Report April- Sept 2022 (page 145 - 166) Submit report by Chief Officer, Strategic Communication and Engagement (1) providing a snapshot of progress linked to key priorities for each of the 9 Community Board areas for the period April - September 2022, and (2) an update on progress with implementation of the Framework and work to develop the role of the Local Partnership Teams (copy herewith) (12) Contract Award for Motherwell Theatre Pantomime from 2023 to 2026 Submit report by the Chief Officer of Education (South) (to follow) (13) Contracts Awarded Below Committee Approval Threshold (page 167 - 173) Submit report by the Chief Officer of Assets and Procurement notifying the Committee of the contracts awarded between 1 October to 31 December 2022 with a value below the financial threshold requiring Committee approval (copy herewith) Page 4 of 173
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PETITIONS SUB - 2 NOVEMBER 2022 1 2 November 2022 at 10 am. A Meeting of the PETITIONS SUB-COMMITTEE PRESENT Councillor Stevenson, Convener; Councillor McBride, Vice-Convener; Councillors Docherty, Jarvie, Keltie, Leckie, McLaren, Mitchell and Wilson. ALSO PRESENT In accordance with Standing Order 64(A) Councillors Patton and Crichton attended as substitutes for Councillors Costello and McCluskey respectively. IN ATTENDANCE Roads and Land Maintenance Manager, Area Community Partnership Managers, Transportation Manager, Team Leader, Transportation Engineering (Central area) and Democratic Services Manager. CHAIR Councillor Stevenson (Convener) presided. APOLOGIES Councillors Ashraf, Costello, Fotheringham, McCluskey and L. Stubbs. DECLARATIONS OF INTEREST IN TERMS OF THE ETHICAL STANDARDS IN PUBLIC LIFE ETC. (SCOTLAND) ACT 2000 1. Councillors Leckie and Stevenson, by virtue of previous involvement in the terms of the petition, both declared an interest in agenda item 6 – Torbothie Road Community Garden Proposal – and left the meeting during consideration of this matter. PROCEDURE FOR CONSIDERATION OF PETITIONS 2. There was submitted the proposed procedure for considering petitions by the Sub-Committee. Decided: that the procedure for considering a petition received by the Council be approved. PETITION – GRASS CUTTING, LAMMERMOOR DRIVE AND WAVERLEY DRIVE, CUMBERNAULD 3. There was submitted a report by the Roads and Land Maintenance Manager advising the Sub-Committee of the investigations carried out in response to a petition received for grass cutting at Lammermoor Drive and Waverley Drive (1) informing the Sub-Committee that a petition had been received, containing ten signatures and requesting that the grass be cut at the roadside at Lammermoor Drive and Waverley Drive, Greenfaulds, Cumbernauld; (2) explaining that a review of land ownership of those areas, which had been removed from maintenance as part of the Council’s budget process and agreed by the Council on 21 February 2019 had been undertaken and that the search had confirmed that the areas, as detailed in the Appendix attached to the report, had been sold for the purpose of constructing a residential development; (3) indicating that, in terms of roads, streets and paths, the Council has an obligation under the Road (Scotland) Act 1984 to add new roads to the AGENDA ITEM 2 Page 5 of 173
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PETITIONS SUB - 2 NOVEMBER 2022 2 list of public roads where they are constructed to the appropriate standard however, no such legislative requirement exists for play areas and recreation, landscaped or ornamental ground; (4) advising that ownership of the areas of land appears to remain with a private company, however, individual properties do appear to have burdens relating to maintenance of open spaces, therefore, it is considered that it would be prudent for the residents to seek legal advice to establish whether they have responsibility for maintenance or if this rests with the land owner, and (5) intimating that where maintenance rests with the residents then information on setting up alternative maintenance arrangements can be obtained from the Council. Decided: (1) that the decision taken by the Council on 21 February 2019 be acknowledged; (2) that the investigations undertaken, and the confirmation that ownership of the areas of land do not rest with the Council, be acknowledged, and (3) that the private areas of grass at Lammermoor Drive and Waverley Drive not be added into the Council’s grass maintenance programme. PETITION – PLAY FACILITY, ROMAN ROAD 4. There was submitted a report by the Community Partnership Manager advising the Sub-Committee of a petition received by the Council requesting the development of a play area at Roman Road, Motherwell and of discussion at the Motherwell Community Board to consider this proposal for delivery as part of the Local Development Programme (LDP) (1) informing the Sub-Committee that, currently, there is no Council play provision in the area although there is another recreational facility at the joint school campus of Cathedral Primary School and Fir Park Primary; (2) recommending that the development of a play area at Roman Road be supported and advising that an indicative allocation of £50,000 from the LDP had been earmarked; (3) informing the Sub-Committee that officers from the Community Partnership Team have previously liaised with the petitioners regarding this matter and advised them that they would be required to establish community support through a play area development, and (4) informing that the proposal to support the development of a play facility at Roman Road had been approved, in principle, at the Motherwell Community Board meeting on 9 June 2022. Decided: (1) that the contents of the report and the petition be noted; (2) that the proposals to support the development of the play area as outlined in the report be supported, and (3) that it be noted that the funding will include an allocation from the Local Development Programme. PETITION – CLOSURE OF A PLAY AREA, AUCHINLEA DRIVE, CLELAND 5. There was submitted a report by the Community Partnership Manager advising of a petition received by the Council objecting to the proposed removal of an existing play area located at Auchinlea Drive, Cleland and the specific actions requested within the petition (1) indicating that a petition had been received by the Council which contained signatures and addresses of 85 local residents and which highlighted their disagreement with the closure of the play area located at Auchinlea Drive, Cleland; (2) intimating that the play area had reached the end of its life and is considered to be no longer economical to repair and that Council officers had inspected the site and advised that it should be closed at the earliest opportunity; (3) highlighting that the play area does not sit on land owned by the Page 6 of 173
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PETITIONS SUB - 2 NOVEMBER 2022 3 Council and, as such, it is unable to replace and renew existing equipment on the site through its capital budgets; (4) explaining that the Council has alternative play provision in the area located within Cleland Public Park, which is an approximate 460 metres walk away and that this is considered to be an acceptable distance and that, furthermore, the site at Cleland Public Park has already been identified for additional investment through the Local Development Programme to upgrade the local play provision within Cleland; (5) reporting that a new housing development is under construction immediately to the east of Auchinlea Drive on the site of the former Cleland Hospital and that this site will include a play area as a planning condition, and (6) outlining the Council’s obligations and its decision made at its meeting on 21 February 2019 in regards to grass cutting at areas of ground not under Council ownership. Decided: (1) that the content of the petition be acknowledged; (2) that the investigations undertaken to ensure continued play provision within this locality be acknowledged; (3) that it be recognised that local capital investment for play provision has been identified for the area for the sites within Council ownership, and (4) that the play area at Auchlinlea Drive be closed. Councillors Leckie and Stevenson, by virtue of a previous involvement in the terms of the petition, both declared an interest, by virtue of that connection, in the following item of business and left the meeting during its consideration. Councillor McBride assumed the Chair. PETITION – TORBOTHIE ROAD COMMUNITY GARDEN PROPOSAL 6. There was submitted a report by the Head of Strategic Communication advising of a petition received by the Council objecting to the proposed community garden at the Torbothie Greenspace Site (1) informing the Sub-Committee that a petition had been received, which was linked to ongoing engagement around the proposal for the site and which contained 83 signatures; (2) reporting that at the Shotts Community Board meeting in November 2020 Torbothie Greenspace Project had been added to the Local Development Programme (LDP) list as a potential project and approved in principle pending further engagement, feasibility work and receipt of a project proposal; (3) advising that, following initial early receipt of a proposal for a community garden at the site, there was further dialogue with local residents and it had been identified that the site had been declared surplus to requirements by the Council; (4) indicating that it had been clarified to the community at this point that any project on this site would need to be community led with a local community group taking on responsibility and maintenance arrangements and it became apparent through local engagement that whilst there was some support for the development of the site for community use, there was not a local group able to take responsibility for the site to allow the proposal to proceed at that time, and (5) explaining that following further community engagement and feedback from local people it had been agreed that the Council would remove the land from the list of surplus assets so that the Council could retain operational control of the land and that the area would be sown with wildflowers and the existing metal fence removed from the site and, finally, that the Community Partnership Team would continue to work with members of the community with the aim for a group to take on operation of the site in the future. Decided: (1) that the contents of the petition be noted; Page 7 of 173
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PETITIONS SUB - 2 NOVEMBER 2022 4 (2) that the decision to not proceed with the community garden proposal at this time, and to remove the site from the list of surplus assets so that the Council will retain operational control of the land, be acknowledged; (3) that the plan to sow wildflowers at the site to ensure that it can be retained for community use whilst minimising ongoing maintenance or revenue commitments from the Council’s perspective be acknowledged, and (4) that it be noted that the Community Partnership Team would continue to work with members of the community with the aim of taking on operation of the site in the future. Councillor Stevenson resumed the Chair. PETITION – ROAD SAFETY IMPROVEMENTS – HAMILTON ROAD, BELLSHILL 7. There was submitted a report by the Head of Planning and Regeneration advising of the investigations carried out in response to a petition for road safety improvements on Hamilton Road, Bellshill, adjacent to McGuigan Court (1) informing the Sub-Committee that a petition containing 17 signatures had been received by the Council requesting the installation of speed cameras, pedestrian barrier and traffic signals on Hamilton Road adjacent to the new development at McGuigan Court, Bellshill; (2) explaining that all requests which the Council receives for road safety improvements are carefully considered and evaluated on a priority basis and based on a review of Police Scotland’s Roads Injury Accident Database along with a review of traffic survey data for the location; (3) explaining that the petition had been submitted following an allegation that a dog had been struck by a vehicle on Hamilton Road and that it was unsafe for children living in McGuigan Court to be playing outside; (4) outlining the details of surveys, assessments and information obtained from Police Scotland in relation to the request for road safety improvements at this location, and (5) reporting that, after careful consideration of the accident history and traffic surveys, there was no evidence base to support any engineering interventions at this location. Decided: (1) that the investigations undertaken, and the response provided to the petitioners, be acknowledged, and (2) that there is no evidence base for any engineering interventions at this location. Page 8 of 173
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☐ Yes ☒ No Ref KH/LG Date 06/02/23 Driving Digital Locally From Katrina Hassell, Chief Officer Business and Digital E-mail HassellK@northlan.gov.uk Telephone 07903 096 121 Executive Summary North Lanarkshire Council is acutely aware of the scale of change underway, and the responsibility associated with providing secure and accessible online solutions that serve communities across North Lanarkshire. This report provides an update on the progress to date on the development of the Driving Digital Locally framework amongst key stakeholders, communities and elected members. Several next steps are highlighted within the content of the report including the progress of the Driving Digital Locally Digital subgroup, shaping of the community benefits through Commsworld connectivity contract and the success and progress of the intergenerational project within retirement complexes in conjunction with local primary schools. Recommendations It is recommended the Communities Committee: (1) Note the contents of this report. (2) Endorse the next steps outlined herein. The Plan for North Lanarkshire Priority All priorities Ambition statement (19) Improve engagement with communities and develop their capacity to help themselves AGENDA ITEM 3 Page 9 of 173
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1. Background 1.1 The DigitalNL Programme aims to provide online, anytime services which meet the needs of our citizens, so it is crucially important for the Council to truly understand those needs. The programme therefore looks to drive effective collaboration and engagement with our citizens, staff, and elected members. 1.2 A detailed overview of the DigitalNL programme was presented to all nine Community Boards in March 2021. As part of that presentation members of Community Boards were invited to become involved in a new initiative, Driving Digital Locally, to drive multi-channel engagement. 1.3 The group was set up in August 2021 and consists of 2 members from each board area, representatives from across the council where there is a digital and communities’ responsibility, and key stakeholders from priority groups and voluntary organisations. 1.4 The group meet virtually monthly and have an overall aim of maximising the use of digital services for communities across North Lanarkshire. A Terms of Reference has been developed and approved by the group. 2. Report Digital Subgroup 2.1 The Driving Digital Locally group has been operational for over a year and although there are currently a few vacancies, the group is progressing well. In its first year of operation, the group have concentrated on recruiting members and agreeing their Terms of Reference. Collectively, they have provided feedback on the Council’s Digital and IT Strategy and have crucially been involved in the testing of the new Learning Platform for Community Boards and the promotion of its use to Board Members. 2.2 In early 2023, the group will concentrate on mapping the digital services within their own areas and be responsible for identifying where the opportunities exist to achieve community benefits from the Council’s connectivity contract with Commsworld. 2.3 Progress reports are delivered to each Community Board every three months with representatives continuing to work alongside the Community Partnership team to ensure the group is feeding into the priority of the Local Outcome Improvement Plans (LOIPs). CommsWorld – Community Benefits 2.4 As part of the connectivity contract with Commsworld, three key areas were included in the bid as part of the community benefits, specifically aimed at North Lanarkshire Communities. Page 10 of 173
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• Commsworld will invest to support local decision making. Engaging with communities in association with North Lanarkshire. • Commsworld will invest to seek to address digital inclusion. Working with Community Boards in association with North Lanarkshire Council. • Commsworld will invest actively focusing on socio-economically disadvantaged areas harnessing the TechShare NL initiative. 2.5 The digital subgroup is currently working with CommsWorld to shape what these community benefits will look like for nine communities. Two sessions have already taken place with feedback being sought from the group. A report will thereafter be prepared outlining the possible options and opportunities for community benefits. The group will consider this and take it to the February cycle of community boards. This will be the subject of future reports to this Committee. Intergenerational Project 2.6 Previous reports to the former Transformation and Digitisation Committee detailed an opportunity for officers from DigitalNL Programme and Housing Solutions to work together to build on successes from Kerr Grieve Court initiatives to encourage residents of retirement complexes to adopt technology to help with loneliness and social isolation and improve their overall happiness and mental health. 2.7 Having successfully gained 200 devices and MiFi boxes through the Connecting Scotland Fast track round of funding, these devices and connectivity solutions were allocated across all 9 community board areas as detailed below: • Airdrie – 13 • Bellshill – 21 • Coatbridge – 27 • Cumbernauld 23 • Kilsyth – 6 • Wishaw – 52 • Northern Corridor – 7 • Motherwell – 22 • Shotts – 29 2.8 This project also saw 25 digital champions across the council recruited and trained to support these elderly tenants for a period of 6 months. Their role was to build a relationship with the tenant, find out their interest then use this to set up the device and support them to explore those interests using basic digital skills. 2.9 With the Digital Champion phase completed successfully, the Council sought to maintain momentum through an intergenerational project, linking interested tenants within retirement complexes - who had received devices per the details above - with the local primary schools. Recurring waves of the pandemic saw these proposals paused however, as guidelines and restrictions resulted in Page 11 of 173
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school children being unable to attend the 5 complexes that had expressed interest in this initiative. 2.10 With restrictions gradually easing, a pilot was established at Drummond Drive, Wishaw to monitor the success or otherwise of an intergenerational project. This pilot is presently live, with 6 tenants working alongside Primary 6 pupils from Thornlie Primary in Wishaw, again focussing on showcasing how tenant interests can be explored digitally. 2.11 Working alongside the Digital Education Support Officer in Education and Families, a three-week course commenced in October 2022. Using a one-to- one buddy system, the tenants and pupils discuss the elderly tenants’ childhood memories from school life, food, songs etc, with the pupils then bringing elements of this to life digitally. 2.12 The project focused on downloading apps, creating posters together based on their chats, emailing and facetiming. Based on feedback from the elderly tenants after the course, the Education Officers created a “How to Guide” for the elderly tenants which detailed everything they had learned during the course. Both the tenants and the children had an enjoyable experience not only increasing their digital skills but their confidence levels too. The plan is to move onto James Dempsey Garden in Coatbridge early next year, and again Committee will be updated on progress in future reports. Online services Business Waste/Bisaccount 2.13 In April 2022, our Business Waste collection moved online. To date three postal communications/social media/press campaigns have been carried out to promote this change for business waste customers. The move online has however seen slow progress, but going forward, business will need to register to Bisaccount to facilitate online interactions with the council. 2.14 A short “how to register” video has been created and uploaded to the Bisaccount webpages to make the sign-up process simpler and easier to follow. A target date of 31 March 2023 is being widely communicated to businesses, with additional campaigns planned for January and February 2023. MyAccount 2.15 Previous reports to the former Transformation and Digitisation Committee detailed the launch of a campaign to promote the sign ups to MyAccount, the most effective way for people living in North Lanarkshire to self-serve and track the progress of requests they make to the council's online services. 2.16 As part of this campaign to increase the number of our residents, the “Its quicker to click” webpage, (MyAccount) has been updated with further simple and easy to follow information available for residents. A short video has also Page 12 of 173
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been created and uploaded onto the page which takes residents through the registration process easier. 2.17 The new look page was launched on 1 December 2022 with communications to residents through Gov delivery and social media posts. On that day alone, 2055 views of the page took place compared to 3547 views in the previous three weeks. Members will be kept updated on progress in future reports. 2.18 To reduce the number of calls made to the Customer Service Hub, residents who are repeat callers will be texted the link to the new MyAccount page and video link to encourage them to sign up and interact online instead of calling. Environmental Assets – Report it forms 2.19 The council continues to make efforts to provide the best possible digital services which both meet the needs of our residents and provide a more efficient and responsive service. A series of new Environmental Assets forms were launched on the Council’s website on 1 December 2022. 2.20 Residents can now report any of the issues below online but will need a Myaccount if they wish to receive regular updates regarding the progress of said reported issue • Dead animal debris or an obstruction • Overgrown shrubs and hedges • Japanese Knotweed and giant hogweed • Street Cleaning • Syringes or Broken glass • Graffiti • Grass/weeds 2.21 All the above webpages have been updated, with a social media and gov delivery campaign also delivered to support the launch of these additional online services. 3. Measures of success 3.1 Success with be measured through the success of the digital subgroup as members support the digital work of the community boards and help improve the digital lives for people in North Lanarkshire. 3.2 Further success will be evidenced through the uptake of the retirement complexes who get involved in the intergenerational project and also through an increase in the elderly tenants’ digital skills. 3.3 Success can also be evidenced through the increased number of residents signing up to Myaccount and the decrease in the call volumes to the Customer Service Hub. We will also measure success on the number of businesses who sign up to the Bisaccount and register for their Business Waste online. Page 13 of 173
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4. Supporting documentation N/A Katrina M Hassell Chief Officer Business and Digital (Chief Executive Service) Page 14 of 173
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5. Impacts ( http://connect/report-template-guidance ) 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 have been discussed and agreed with Financial Solutions? 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 have been discussed and agreed with People and Organisational Development? 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 have been discussed and agreed with Legal and Democratic Solutions? 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 Page 15 of 173
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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? The DigitalNL Programme has collaboration and self-service at the heart of its design principles, with all appropriately reflected within both internal and external communications. The work being carried out through the IPAD/intergenerational project seeks to maximise the uptake and benefits of digital technology amongst elderly residents in the community and will have a positive impact on their health and wellbeing. This will also address the impacts of digital exclusion within North Lanarkshire’s communities. Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? N/A 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? Providing digital services that offer online, anytime access to services will have a positive environmental impact across several important areas such as minimising waste and recycling, thanks to the limited need for paper forms. 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 is covered as part of the report. 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? Page 16 of 173
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Effective identification and management of risk is considered critical to the success of this programme. A comprehensive risk assessment and Risk and Issue Log (RAIDE) is being managed and monitored throughout the programme with high-level risks and all programme level issues being reported to the Delivery Board monthly. 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 17 of 173
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref JO’N/HL Date 06/02/23 PO48.1 – Integration of Active & Creative Communities into Education, Children & Families From Janie O’Neill, Chief Officer of Education (South) E-mail liddleh@northlan.gov.uk Telephone 07973726496 1. Background 1.1 Active & Creative Communities (ACC) was established on 1 April 2021 following the insourcing of services from the former Culture & Leisure North Lanarkshire. In February 2022, and in support of the Delivering for Communities review, ACC moved under the remit of Education, Children and Families. In June 2022, Active Schools and Outdoor Education transferred into the remit of ACC. Executive Summary This report provides an overview of the integration of Active & Creative Communities into the broader Education, Children and Families remit, outlining progress to date and planned next steps. The integration of services supports a broader approach to the provision of a broad, general education which supports health and wellbeing, pride of place and creation of pathways into employment and further education. Recommendations It is proposed that the Communities Committee: (1) Note progress to date and approve planned next steps as outlined in paragraphs 2.4 and 2.5. (2) otherwise, endorse 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 AGENDA ITEM 4 Page 19 of 173
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2. Report 2.1 The Plan for North Lanarkshire sets a direction for ACC which works towards a priority where our focus is on Improving the Health and Wellbeing of Our Communities. Much of the work undertaken within the service area over the last 18 months has focused on an overall drive which seeks to encourage health and wellbeing across all age ranges and needs by allowing access to a range of social, cultural and leisure activities. With the integration of ACC (and other service areas) into Education, Children and Families, there was an opportunity to consider renewed principles to express the reconfigured directorate’s core purpose. This included the following commitments: • We enable people across our communities to experience positive wellbeing, achieve their full potential and live independently. • We strengthen the sense of pride of place, community wellbeing and the social and cultural capital of North Lanarkshire residents. • We strive to ensure there are effective pathways in place for people to access educational and employment opportunities, and that barriers people with additional needs have (from childhood through into adulthood) are addressed through interventions. 2.2 In working with colleagues across the Service, ACC has sought to reinforce such priorities, alongside Education’s key priority of providing an explicit focus on improving outcomes for children and families, as part of the wider planning to improve outcomes as part of We Aspire. 2.3 ACC activities, specifically linked to Education, Children and Families over the last 18 months are outlined below: Active NL • Support and delivery of the Club 365 programme throughout the year and during holiday periods. • Supporting delivery of sessions for Future Fridays. • Working with individual schools to provide sports development sessions. • Joint working with a number of secondary schools in our Support for Sport programme, focussing on mental health and wellbeing for young people. • Provision of free gym access for young people during study leave in 2022 – 2000 young people taking advantage of offer. • Keeping the Promise – free gym and leisure passes for care experienced young people and a plus one. • Virtual Schools Sports Academy – working in partnership with Virtual Schools to increase attendance and participation within the young person's school life. We also work with Virtual Schools to provide swim and skate passes for the group and their families. • Active Teen – free, off peak gym access for 11-15 year olds throughout all NLC venues. Over 7000 young people are participating. • With the support of New College Lanarkshire, we have developed a Personal Development Award Page 20 of 173
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in Health and Wellbeing, currently being piloted for further roll-out to S4-S6 pupils. Museums & Collections • Facilitate a programme of visits to museum venues with provision of a tailored learning programme to meet school and pupil needs. • Work with colleagues to support delivery of Future Fridays opportunities. Recent examples include the Museum Takeover which offered young people the opportunity to work in Summerlee for a period of weeks building new skills and enjoying a taste of working in museum sector. Another example was the development of the Young Archaeologist Programme. Creative Resources • Supporting delivery of Future Fridays through provision of a range of visual and performing arts projects. • Offering opportunities for young people to work with professional staff on the delivery of events programming. Recent Workforce for the Future was an example of this very successful approach. Community Libraries • Supporting pre-school and early school development through links to Bookbug Scotland. • Linking with colleagues to support the delivery of Duke of Edinburgh awards for young people across North Lanarkshire. • The Community Libraries team is currently leading on development of a new model of delivery for school services, linking with colleagues from across Education, Children and Families. Active Schools • Active Schools Co-ordinators work with all schools providing a range of extra-curricular activities, supporting development of a volunteer network, building pathways with local sports clubs and delivery of the Club 365 and ASN holiday hub programme. • The Active Schools team support the development and delivery of the Mental Health, Wellbeing and Resilience delivery plan. • Supporting leadership development from P6 to employment, linking to a range of roles in NL including YPSP, Ambassadors and Sport Leaders. • We continue to develop the SAC Inactive Girls programme across secondary schools. Outdoor Education • The Outdoor Education programme at Strathclyde Country Park has been operating since 2020, offering week-long sessions for P7 classes across North Lanarkshire. ASN schools also participate in tailored programmes, with pilot sessions now being offered to secondary schools as appropriate. Page 21 of 173
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2.4 Looking to the future, ACC is working with the Growth Team on a submission of two bids to the Heritage Lottery Fund and Historic Environment Scotland. These bids seek to re-develop Airdrie Town Centre as an “arts town”, exploring the cultural and sporting heritage of the town. This project has offered an excellent opportunity to work alongside Education colleagues to develop potential projects which will involve our school pupils and families across the town. Projects will not only spark interest in local history, but offer the potential for work experience and pathways into employment in the creative arts. 2.5 In addition to such specialist projects, ACC continues to work with Pathways teams to offer work experience and employment opportunities for young people. Much progress has been made and we seek to develop further opportunities in the future. 2.6 Financial Position 2.6.1 The work to further integrate ACC into a broader educational offering has been managed within existing ACC budgets. Financial Solutions are closely involved in monitoring the impact of all service changes. The Active Teen programme was supported by one off funding of £300,000 during 2022-23 and will come to an end on 31 March 2023. The team is working with Financial Solutions to consider whether an alternative, more cost effective option can be offered for 11-15 year olds in the future to allow the programme to continue in some capacity. 3. Measures of success 3.1 Continued commitment to promoting health and wellbeing from an early age and supporting the development of healthy habits. 3.2 Supporting effective pathways into education and employment by focusing on opportunities to allow young people to gain skills and experience in a range of cultural and leisure settings. Janie O’Neill Chief Officer for Education (South) Page 22 of 173
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5. Impacts ( http://connect/report-template-guidance ) 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 have been discussed and agreed with Financial Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Some inputs outlined are delivered with the assistance of one-off funding (primarily Active Teen) which will come to an end on 31 March 23. Ongoing discussions with Financial Solutions continue to consider potential 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 have been discussed and agreed with People and Organisational Development? 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 have been discussed and agreed with Legal and Democratic Solutions? 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 23 of 173
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Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) 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? Where appropriate, we work with Corporate Communications to promote initiatives for young people, for example Active Teen. 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 ACC Risk Register comprehensively covers all project/programme risks and is managed appropriately. 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 24 of 173
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref JO’N/HL Date 06/02/23 PO48.1 – Activity to Increase Participation and Engagement Levels Across North Lanarkshire From Janie O’Neill, Chief Officer of Education (South) E-mail liddleh@northlan.gov.uk Telephone 07973726496 1. Background 1.1 Active & Creative Communities (ACC) was established on 1 April 2021 following the insourcing of services from the former Culture & Leisure North Lanarkshire. ACC provide a range of important services including museums, creative arts, events, libraries, sport and leisure. Following further structural changes in June 22, ACC now includes the provision of Active Schools and outdoor education for North Lanarkshire young people. Executive Summary This report provides an update on recovery within Active & Creative Communities, linking to overall efforts to increase participation and engagement through a range of social, cultural and leisure activities. Efforts support work towards an Active Scotland, which focuses on a vision where more people are active, more often and in a range of ways which exercise the body and the mind. Recommendations It is proposed that the Communities Committee: (1) Note attendance/active participant numbers during the recovery period of 21/22 and endorse ongoing plans to increase participation as noted in paragraph 2.4. (2) otherwise, endorse 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 AGENDA ITEM 5 Page 25 of 173
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2. Report 2.1 The Plan for North Lanarkshire sets a direction for ACC which works towards a priority where our focus is on Improving the Health and Wellbeing of Our Communities. Much of the work undertaken within the service area over the last 18 months has focused on an overall drive which seeks to encourage health and wellbeing across all age ranges and needs by allowing access to a range of social, cultural and leisure activities. 2.2 The Active & Creative Communities Strategic Activity Framework, approved at Community Empowerment Committee in August 2020, highlights a number of challenges that arise from inactivity across the United Kingdom, with specific challenges noted for North Lanarkshire. A World Health Organisation (WHO) and Scottish Government improvement target set in 2019 required that North Lanarkshire improves its activity levels by 6.15% by 2030 in order to meet WHO guidelines. It is recognised that activity means something different for every individual and the ACC approach supports the Active Scotland Outcome Framework where activity means moving – be that taking part in formal sporting activity, attending an arts class or music venue, or maintaining positive mental health through reading or participating in a chorus group. 2.3 The recent integration of Active Schools and Outdoor Education into ACC has added an additional focus on the overall move towards increasing participation. We continue in positive discussions with sportscotland on our funding agreement for 2023-27 – a key focus on this agreement is the critical provision of high quality opportunities for young people to take part in sport & physical activity before school, at lunchtime and after school. Our Outdoor Education programme continues to grow in popularity with our schools. 2.4 The table below outlines participant numbers across the main service areas of ACC. Due to the impact of COVID, comparisons are provided with 2019/20 as the last full year, unrestricted by lockdowns or closures. Overall, while numbers are encouraging and continue to increase, they reflect an ongoing move towards full recovery during 21/22, with some areas still to fully return to pre-pandemic levels. The area where there remains the biggest impact on footfall/participant numbers is within the Community Libraries team. This reflects an overall trend across Scotland, with the Scottish Libraries Information Council (SLIC) reporting a decline in visits to libraries over the last two decades – a combination of changing habits and lifestyle choices. North Lanarkshire has reflected the growing trend to transform libraries into a service which supports services provided at the heart of our communities – the library is increasingly the place to access learning, employability support, public interest presentations or as a source to access information from partner providers. The launch of the new immersive experience in Motherwell Library in 23/24 is an excellent example of this. Such work is having a positive impact on the use of libraries overall, with trends in 22/23 showing a significant improvement in comparison to the previous year. Page 26 of 173
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Active & Creative Communities – Active Participants/Footfall 2019/20 and 2021/22 2019/20 2021/22 Variance Comment Active NL (membership) 21,876 (drop to 9,566 in 20/21) 25,133 +14.8% At P7 of 22/23, membership currently 35,097 Community Libraries 1,357,969 421,672 -68% While mirroring national trends, a review of service provision is underway. Predicting circa 700,000 for 22/23. Creative Resources (Events and Arts) 191,695 163,527 -14% Reduction in footfall primarily due to use of Airdrie Town Hall as vaccination centre. Museums & Collections (in person visits, ancestry and learning engagements) 757,568 680,218 -10% Based on 22/23 figures to date, we anticipate an improvement on 19/20 outturns. School Term – 19/20 School Term – 21/22 Active Schools – extra curricular clubs only 221,584 140,745 -36% Following lockdown for much of 20-21, this was a period of recovery and a return to extra curricular activities. Outdoor Education Programme launched in 20/21 – 29 schools in attendance 93 schools in attendance +220% To date in 22/23 – 108 schools are due to attend. Page 27 of 173
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2.5 Overall the position for 2021/22 show positive signs of recovery, with further improvement predicted for 2022/23. While there remains a need to focus on a wider review of aspects of service delivery in certain areas, it is also recognised that many of the services provided by Active & Creative Communities may be affected by the current cost of living crisis. We continue to work with colleagues to attempt to offer attractive, cost-efficient offers to our community, wherever possible. 2.6 Financial Position 2.6.1 For some aspects of the service (Active NL and Creative Resources/Events) variance in participation rates have a significant impact on overall budgets and the income targets set for each. We continue to work closely with Financial Solutions to manage overall income and take corrective action where possible. 3. Measures of success 3.1 Supporting health and wellbeing through access to a range of social, cultural and leisure activities. Janie O’Neill Chief Officer for Education (South) Page 28 of 173
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5. Impacts ( http://connect/report-template-guidance ) 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 have been discussed and agreed with Financial Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? For some aspects of the service, reduction in footfall equates to reduction in income. This is being closely managed with Financial Solutions. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? 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 have been discussed and agreed with Legal and Democratic Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Page 29 of 173
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Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) 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 work with Corporate Communications to promote activities and offers. Very successful approach thus far. 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 ACC Risk Register comprehensively covers all project/programme risks and is managed appropriately. 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 30 of 173
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref KH/JL Date 16/02/23 North Lanarkshire Partnership Strategic Leadership Board: 2021/22 Annual Oversight and Outcomes Report (Programmes of Work 56.2 and 75.1 Part 6) From Chief Officer, Business and Digital E-mail hasselk@northlan.gov.uk Telephone 07903 096121 Executive Summary The Community Empowerment (Scotland) Act 2015 aims to strengthen community engagement and empowerment through a range of statutory duties on public bodies and other organisations. These range from increasing levels of community participation in the planning and delivery of public services through to community management or ownership of buildings or land. The Act requires all public sector bodies to work together, and to engage with local communities on the issues that matter the most to them, to improve outcomes. There is a particular emphasis on addressing inequalities, poverty and socio- economic disadvantage in local areas. Community planning partners must also report publicly on their progress including where outcomes have been improved through joint planning, collaboration and effective partnership working - operationally and strategically. This Oversight and Outcome Report 2021 – 22 highlights where community planning in North Lanarkshire is making a positive impact in strengthening partnership working and improving outcomes in line with The Plan for North Lanarkshire’s shared ambitions and Committee is requested to approve the report attached as Appendix 2. The report also invites members to note planned self-evaluation activity to be undertaken during early Spring 2023 across community planning structures including the Strategic Leadership Board, nine Community Boards and recently formed Local Partnership Teams. This self-evaluation exercise will provide an opportunity to reflect on progress to date and importantly, identify where improvements and targeted action should be undertaken to strengthen community planning and our joint working arrangements. Recommendations It is recommended that the Communities Committee: 1) Approves the North Lanarkshire Partnership Strategic Leadership Board’s annual oversight and outcomes report 2021/22 attached as Appendix 2; and, 2) Notes planned self-evaluation activity to be undertaken in early 2023 and involving the Strategic Leadership Board, Community Boards and Local Partnership Teams. AGENDA ITEM 6 Page 31 of 173
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1. Background 1.1. In September 2021 the Policy and Strategy Committee considered a report on the work of North Lanarkshire Community Planning Partnership during the period 2019/20 and 2020/21. Members agreed that future reporting should comprise an annual review of progress by North Lanarkshire Partnership (NLP) in improving outcomes, along with delivery of the NLP Strategic Leadership Board’s own Programme of Work in support of The Plan for North Lanarkshire. 1.2. This reporting is a statutory requirement under the Community Empowerment (Scotland) Act, passed by the Scottish Parliament in 2015. The Community Empowerment Act aims to strengthen community engagement, capacity and resilience by making it easier for local individuals and communities to participate in the planning, design and delivery of public services and also to take direct responsibility for service delivery through community management or ownership of community assets or land including, where appropriate, the management and delivery of services and resources. Examples in North Lanarkshire include community facilities such as Glenboig Neighbourhood House and Coatbridge Indoor Bowling Club, plus community growing schemes and allotments. 1.3. The statutory basis for community planning was initially introduced through the Local Government (Scotland) Act 2003 which placed a responsibility on local authorities to initiate, facilitate and maintain joint work and collaboration between public sector agencies, including involvement and engagement with the voluntary and community sectors, in the delivery of public services. Community Planning Partnerships were also required to produce a Community Plan setting out the partners’ joint vision and agreed objectives for their area. 1.4. The 2015 Community Empowerment Act subsequently extended the statutory community planning duties to all public sector bodies, placing a requirement on all partners to improve outcomes with a particular emphasis on working together to address inequalities, poverty and socio-economic disadvantage in local areas. Working jointly, partners must • Prepare and publish a local outcomes improvement plan setting out the local outcomes which the Community Planning Partnership will prioritise for improvement. • Produce ‘locality plans’ for areas experiencing particular disadvantage – Local Outcome Improvement Plans – LOIPs. • Identify and agree priorities for communities experiencing the poorest outcomes and actively tackle these inequalities. • Directly involve community bodies, especially those which address socio- economic disadvantage, in community planning. • Review and report progress. The Plan for North Lanarkshire Priority All priorities Ambition statements (20) Improve the involvement of communities in the decisions, and development of services and supports, that affect them (24) Review and design services around people, communities, and shared resources Page 32 of 173
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1.5. Included within the above is the requirement that community planning partnerships should annually review and report on their progress in improving local outcomes and access to opportunities. 1.6. Community planning is well established in North Lanarkshire, pre-dating the 2003 Local Government Act. The council, our partners and communities have long recognised and valued the importance of working together to identify shared local priorities and harnessing the resources, responsibilities and experience of each partner to address these through collaborative approaches and early interventions. 1.7. Community planning at an operational level is taken forward by a number of partnership working groups, illustrated at Appendix 1, while strategic direction is provided through NLP’s Strategic Leadership Board which comprises the chief officers and senior representatives from key partner agencies, including community and voluntary sector representation, as listed below. • Community and Voluntary Sector Partnership Group • Health and Social Care North Lanarkshire • NHS Lanarkshire • North Lanarkshire Council • Police Scotland • Scottish Enterprise • Scottish Fire and Rescue Service • Voluntary Action North Lanarkshire 1.8. In September last year, and as reported previously to the Policy and Strategy Committee at its meeting on 30 September 2021, NLP Strategic Leadership Board members reviewed progress and compliance with the Community Empowerment Act’s statutory duties, confirming progress against each of the above objectives as highlighted below. 1.8.1. Adoption and endorsement in March 2019 of The Plan for North Lanarkshire as “the vehicle for delivering shared priorities and improving outcomes for North Lanarkshire to support shared accountability and the delivery of priorities for the area across all partner agencies”, thereby fulfilling the requirement to prepare and publish a partnership local outcomes improvement plan. 1.8.2. Extensive engagement within local communities to develop Local Outcome Improvement Plans for each area capturing key priorities and the issues that mattered most to local people, including inequalities and socio-economic disadvantage, with regular progress reporting via both the Strategic Leadership Board and North Lanarkshire Council’s former Community Empowerment and Youth Equalities and Empowerment Committees. Reporting is now through this Committee. 1.8.3. Further reporting to relevant council committees on the more specific statutory duties within the Community Empowerment Scotland Act in relation to Community Asset Transfer, Participatory Budgeting, Participation Requests, Allotments and Food Growing Strategy. 1.8.4. Wider and more extensive reporting on the impact of The Plan for North Lanarkshire and delivery of the shared ambitions via the associated Programme of Work through annual reporting in March to the council’s Policy and Strategy Committee plus Page 33 of 173
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separate reporting, review and refresh of individual strategies as per the Strategic Policy Framework. 1.9. Continuing this established reporting framework, this report provides Committee with the NLP Strategic Leadership Board’s annual oversight and outcomes improvement report for 2021/22 and members are requested to note that this was approved by Strategic Leadership Board members at their meeting on 2 December 2022. 2. NLP Strategic Leadership Board – 2021-22 Oversight and Outcomes Improvement Report Pandemic Response 2.1. The year 2021 – 22 saw North Lanarkshire Council and our statutory, voluntary, business and community partners emerge from the pandemic and the critical emergency response demands that were placed on frontline, community and voluntary sector support services. NLP Strategic Leadership Board members noted at their meeting in early April 2021 that although North Lanarkshire was seeing some reduction in the number of positive Covid cases and the downward trend was positive overall, the figures continued to fluctuate daily with local spikes. This position largely continued throughout 2021/22 and while the rollout of the vaccination programme helped to reduce the severity and intensity of individual cases, Strategic Leaders continued to note in September that North Lanarkshire’s figures were amongst the highest in Europe, nearly 4 times higher than when the Board had last met in July and even a small percentage of people becoming seriously ill continued to have a major impact on hospital beds and demands on staffing. The situation remained fluid with Strategic Leaders monitoring the potential impact of the new Omicron variant in December and the heightened risk to transmission rates. 2.2. Against this backdrop, and co-ordinated through the outstanding efforts of the Local Resilience Partnership, partners demonstrated their ability and appetite to engage in new ways of working, protect communities and continue to deliver critical care, support and services. Equally, the response from North Lanarkshire’s communities was unparalleled and straight from the heart – demonstrating resilience, innovation and compassion to ensure that vulnerable residents were safeguarded and supported. 2.3. The commonality of purpose deployed to such good effect in delivering the pandemic response was a significant contributory factor in partners being able to work together and demonstrated that there is a different and better way of working. The Strategic Leadership Board has committed to learn from this in developing new ways of working that harness community capacity with integrated partnership services and clear strategic direction. 2021/22 Programme of Work Review 2.4. The review and examination of North Lanarkshire Partnership’s community planning activity over the past 12 months has highlighted that the Strategic Leadership Board’s work falls into four key areas: • Community empowerment and engagement; • Strategic priorities; Page 34 of 173
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• Partnership initiatives and joint working; • Strengthening governance, accountability and reporting. 2.5. Taking each of these as individual themes, Appendix 2 provides a summary of the Strategic Leadership Board’s own Programme of Work during 2021/22. Reflecting the earlier decision by the Policy and Strategy Committee to strengthen accountability and public reporting through submission of this annual oversight report, it is recommended that consideration by this Committee is appropriate given the Strategic Leadership Board’s priorities in relation to community empowerment and this Committee’s remit: Continuous Improvement 2.6. Since partners endorsed The Plan for North Lanarkshire as the locality improvement plan in March 2019, community planning in North Lanarkshire has continued to develop with a number of significant milestones including: • Establishment of the nine Community Boards in the late summer of 2020 and publication of their individual Local Outcome Improvement Plans (LOIPs) the following year in November 2021; • Alignment of the Community Boards model with the council’s senior management team in December 2020 and the identification of Community Co- ordinators with either an area-based or strategic focus; • Establishment in April 2022 of Local Partnership Teams to support the Community Boards in developing and delivering their LOIP priorities. 2.7. During this time the council’s Business Strategy Manager within Business and Digital has recommended that “a formal review (or self-assessment) of the effectiveness of the Community Boards should be undertaken once these relatively new arrangements have become more established.” Moreover, NLP Strategic Leadership Board had earlier agreed in December 2021 that “the Board undertake a self-assessment during 2022 reviewing its operation and future direction.” 2.8. To this end, a formal self-evaluation exercise, undertaken by the Improvement Service with the council’s Chief Officer Audit and Risk nominated as the Champion responsible for overseeing activity, will be undertaken in early Spring 2023. To ensure that the views of all participants and those with a role in the different layers of community planning are incorporated, the self-evaluation will involve: • NLP Strategic Leadership Board members; • The nine Community Boards; and, • Officers and Local Partnership Team members supporting community planning. To oversee plans to work with communities to ensure effective participation in improving services with our community planning partners as set out in the following legislation:- • The Local Government (Scotland) Act 2003, and • The Community Empowerment (Scotland) Act 2015. Page 35 of 173
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2.9. The self-evaluation exercise will be organised around four themes (People, Focus, Interactions and Alignment) to ensure that the focus remains on improving outcomes for local people and communities. This introduces an element of triangulation in order to consider the effectiveness of the inter-relationships and interactions across all Boards, individuals and groups and includes ways to cross- check results from multiple sources. 2.10. The findings and recommendations from the self-evaluation will be used to strengthen community planning during 2023/24 and inform the future direction and priorities, both strategically through the Leadership Board, and at a community level through the work of the Community Boards and Local Partnership Teams. 3. Measures of success 3.1. Continued compliance by the council and community planning partners with statutory duties, responsibilities and reporting requirements enacted through the Local Government (Scotland) Act 2003 and the more recent, and wider reaching, Community Empowerment (Scotland) Act 2015. 3.2. Effective joint planning, collaboration and partnership working by the council, partner agencies, voluntary and community organisations and local communities themselves resulting in improved outcomes and increased prosperity and growth for all in line with the shared ambitions in The Plan for North Lanarkshire. 3.3. Continued development of community planning at a local level through the work of the Community Boards and Local Partnership Teams with increased engagement, participation, capacity and resilience within North Lanarkshire’s communities. 3.4. Enhanced and strengthened strategic direction and clarity of purpose, including the development of individual improvement action plans for NLP’s Strategic Leadership Board, Community Boards and Local Partnership Teams through the planned self- evaluation. 4. Supporting documentation 4.1. Appendix 1 Community Planning Partnership Working Arrangements in North Lanarkshire Appendix 2 NLP Strategic Leadership Board – 2021-22 Oversight and Outcomes Improvement Report Katrina Hassell Chief Officer, Business and Digital Page 36 of 173
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5. Impacts ( http://connect/report-template-guidance ) 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 have 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 have 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 have been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Page 37 of 173
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Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? NLP Strategic Leadership Board previously identified action to address climate change as one of its strategic priorities and as such the Board approved its ACT Now Plan 2021 to 2025 in April 2021. 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? NLP Strategic Leadership Board, in collaboration with the council’s Chief Officer Strategic Communication and Engagement, is developing a partnership approach to co-ordinate and publish communications and content from all partners via the MyTown pages hosted on North Lanarkshire Council’s website. 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? There is a risk that the council and our partners do not comply with our statutory duties, responsibilities and reporting requirements enacted through the Local Government (Scotland) Act 2003 and the Community Empowerment (Scotland) Act 2015. There are further risks associated with community planning in North Lanarkshire failing to achieve its clear and stated aims of improving outcomes for local communities and reducing socio-economic disadvantage, poverty and inequalities particularly in our most disadvantaged communities. These risks are managed through Service Risk Registers and individual project risk registers where appropriate. 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 38 of 173
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Appendix 1 North Lanarkshire Partnership Structures Page 39 of 173
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Appendix 2 NORTH LANARKSHIRE PARTNERSHIP STRATEGIC LEADERSHIP BOARD ANNUAL REVIEW AND IMPROVING OUTCOMES REPORT 2021/22 1. COMMUNITY EMPOWERMENT Community Boards 1.1. Following their establishment in the summer of 2020, North Lanarkshire’s nine Community Boards continued to meet remotely throughout 2021/22. The Boards support community participation, providing a single co-ordinated approach to governance and accountability in the local areas and the mechanism by which local people may engage in community planning. The Boards encourage involvement by organisations and individuals who may be less well represented or have limited previous experience of engaging in community-led activity and decision making. This includes young people, representatives from BAME communities and older people. Area-wide special interest groups are also encouraged to attend, recognising that not all voluntary activity is place-based and there is a need to ensure that people who come together through sharing a particular interest or identity have a platform where they can help to shape and influence decision making and service delivery. Board meetings were live-streamed via the council’s YouTube channel and online participants could submit questions in realtime via the Community Matters mailbox. The timing and scheduling of Board meetings reflects local people’s preferences and draft agendas, issued well in advance, allow local matters to be identified and brought forward. Topic specific or special meetings are also convened, reflecting local priorities or new developments. During 2021/22 Terms of Reference were produced and all Boards moved to being chaired by a local representative. Local Outcome Improvement Plans 1.2. November 2021 saw publication of Local Outcome Improvement Plans (LOIPs) for each of the nine Community Board areas. Extensive community engagement informed the initial shaping of the LOIPs before the final detail, including individual local priorities for each area, was developed by Short Life Working Groups in each area comprising local representatives and Partnership staff. The LOIPs set out how The Plan for North Lanarkshire’s shared ambitions will be delivered locally, along with actions to tackle the issues that matter most to local communities. Towards the end of 2021/22 the focus shifted to developing individual delivery plans for each LOIP and management and monitoring arrangements. Local Outcome Improvement Plans November 2021 Local Outcome Improvement Plans (northlanarkshire.gov.uk) Community Board Development Programme 1.3. Supporting Community Board members, enabling and helping them to develop the skills and confidence to undertake their roles, is critical to effective and meaningful community empowerment and engagement. Similarly, partnership officers who support the work of the Boards may be less experienced in collaborative working at a local level and as such, they are often keen to learn about the roles and responsibilities of the other agencies and colleagues around the table. To this end, Training Needs Analysis activity identified where training or awareness raising was required and the council’s Training and Organisational Development Team and Libraries Service designed and structured an online Community Board Development Portal. This provides access to tailored training and resources for community representatives and colleagues from partner agencies and has been specifically designed to support place-based partnership working, community development, empowerment and engagement. Page 40 of 173
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1. COMMUNITY EMPOWERMENT / CONT Local Resources and Participatory Budgeting 1.4. During November and December a series of Listening Events were held with each Community Board to consider and inform development of the council’s 2022/23 financial budget. North Lanarkshire Council finalised and agreed its approach to mainstreaming Participatory Budgeting and this was shared with Community Boards during their November cycle of meetings while a Task and Finish Group designed the routemap to outline the process for Services. Quarterly reporting to the Strategic Leadership Board and North Lanarkshire Council’s Community Empowerment Committee provided robust oversight and ensured activity remained on track. Community Concordat 1.5. Work is underway to develop and agree a community concordat between North Lanarkshire Partnership, communities and voluntary organisations. Through the concordat, subsequently renamed as The CommUnity Agreement, shared values and approaches to working together will be developed and signed-off by all parties creating a culture of improved confidence and trust with shared commitments to working collaboratively to improve people’s wellbeing, strengthen equality, inclusion and ultimately, enhancing sustainability and resilience within North Lanarkshire’s communities. 2. STRATEGIC PRIORITIES 2.1. In addition to Community Empowerment, North Lanarkshire Partnership’ Strategic Leadership Board identified Mental Health, particularly action to reduce the stigma and discrimination that is so often linked to mental health illness and wellbeing issues, and action to tackle the climate emergency as key strategic priorities where partners could support a place-based approach and add value through collaboration and co-production. Community Empowerment (Lead Partner – NLC) Mental Health (Lead Partner – NHSL) Climate Change (Lead Partner – VANL) Town and Community Hubs (Lead Partner – NLC) Development of integrated Town and Community Hubs as a shared ambition within The Plan for North Lanarkshire is seen as a key driver underpinning and supporting each strategic priority. Action on Climate Together (ACT) Now Plan 2021 to 2025 2.2. In April 2021 Strategic Leaders approved the Partnership’s 4 year strategy with the aim of North Lanarkshire Partnership’s climate action priority is led and co-ordinated by Voluntary Action North Lanarkshire on behalf of all partners. 2.3. A Partnership Climate Change Co-ordination Group has been established with membership from all partner agencies and this continues to meet bi-monthly to plan joint action, monitor progress and support local communities in developing their own climate change agendas and projects. In June the ACT Now website was launched, followed by the publication of bi-monthly e-bulletins from August 2021. “Supporting achievement of net-zero carbon emissions in North Lanarkshire at least by 2045 – but earlier if possible - through an “inclusive and green recovery” from COVID-19 which is socially, economically and environmentally sustainable and which improves people’s quality of life, wellbeing and equality.” Page 41 of 173
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2. STRATEGIC PRIORITIES / CONT 2.4. North Lanarkshire Council provided funding to VANL in 2021-22 to employ a Project Assistant to support climate change co-ordination and awareness raising and in February 2022 NHS Lanarkshire confirmed that they would be able to continue this financial support for a further year. 2.5. Marking the critical importance of November’s COP26 summit in Glasgow, ACT Now supported delivery of the council’s employee and local business engagement events in May and October, raising awareness and providing participants with simple actions that we can all take, either at home or in the workplace, to reach the ambitious target of Net Zero by at least 2045 and 2030 within North Lanarkshire Council. 2.6. November also saw the launch of Holytown Climate Action Town initiative. This is one of 7 pilot projects being led by Architecture and Design Scotland and funded through the Scottish Government. Supported by VANL, NHS Lanarkshire and North Lanarkshire Council, the project will work with local people and organisations in Holytown to empower and support place-based climate action and transitioning towards net zero in ways that reflect Holytown’s local environment, opportunities and industrial legacy. 2.7. Towards the end of 2021/22 VANL worked in partnership with New College Lanarkshire, Northern Corridor volunteers, Keep Scotland Beautiful and Community Learning and Development to design a pilot Community Climate Change Action Project with initial funding of £30,000 provided through the Scottish Government’s Community Based Adult Learning Fund. The pilot has subsequently led to full rollout in 2022/23 and the recruitment and training of up to 40 volunteer Community Climate Co- ordinators to support climate conversations and action within their families, social and community networks. Mental Health and Wellbeing – Including Action to Reduce Stigma and Discrimination 2.8. Having adopted ‘Good Mental Health for All’ in June 2020, partners reaffirmed their commitment to supporting mental health and wellbeing at the beginning of the year, with a particular focus on reducing stigma in the workplace. Key priorities and the ‘asks’ of partners in relation to the ‘Good Mental Health for all Strategy’ are: • To seek parity between physical and mental health care • To recognise the need for flexibility in the recovery approach • To focus on tackling poverty (including the impact of jobs/income security on children and families • Be Co-ordinators for addressing mental health stigma and discrimination • Commitment to training, education and capacity building • To consider the impact of adult mental health on children. Page 42 of 173
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2. STRATEGIC PRIORITIES / CONT Well Connected 2.9. Well Connected is Lanarkshire’s social prescribing programme. Well Connected makes it easier for people to take part in leisure and volunteering activities to improve wellbeing, as well as providing valuable information and advice in areas such as social security benefits, employment matters, volunteering, lifelong learning and stress control. Being ‘well connected,’ with opportunities to socialise and engage in wider community or leisure activities, is known to help combat feelings of low mood, stress and improve self-esteem and confidence overall. Individuals’ abilities to develop positive ways of coping with life’s challenges are increased, as well as practical support in learning new skills or how to deal with and manage some of the problems that can cause anxiety and low mood such as money worries, loneliness and unemployment. In May 2021, when ongoing pandemic restrictions continued to limit opportunities for people to socialise or attend health care and support services in person, the Well Connected app was launched providing digital access to a range of wellbeing supports. Reducing Mental Health Stigma and Discrimination 2.10. Strategic Leaders are perfectly placed to champion training, positive messaging and action in the workplace to reduce potential mental health stigma and discrimination. Similarly there is a key role for managers in identifying the signs of mental health issues amongst team members and having the skills and confidence to discuss these in ways that are appropriate, supportive, non-discriminatory or judgemental and ultimately, lead to improving the mental health and wellbeing of individual employees. During 2021 Lanarkshire Links supported recruitment and training of 6 workplace based Stigma Free Co- ordinators and delivered multi-agency training for 19 managers from partner agencies over two days at the end of March 2021. Winter Messaging Campaign 2.11. The festive period can be a particularly anxious time for many individuals, with feelings of loneliness or loss heightened, and wider concerns such as financial worries or relationship issues brought into sharp focus. In response the Partnership’s 2021 winter messaging campaign focused on highlighting support available over the festive season; reducing the stigma attached to suicide and reaching out to people who were feeling low or suicidal to encourage them to talk. Messaging advice focused on staying active, being kind, connected and mindful with signposting to support resources including the Samaritans, Breathing Space and Childline provided. Page 43 of 173
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2. STRATEGIC PRIORITIES / CONT Activities included: • Supportive messaging via social media and targeting older people, middle-aged people, young people and those feeling lonely over the festive period; • Awareness raising and helpline contact numbers emblazoned across a council vehicle allowing extensive reach into individual communities, towns and villages across North Lanarkshire; • Media and local newspaper articles; and • Distribution of materials allowing partners to promote the winter messaging campaign within their own organisations. Community Mental Health and Wellbeing Fund 2.12. In late 2021 Voluntary Action North Lanarkshire (VANL) received £995,000 from the Scottish Government to fund community based mental health and wellbeing support services delivered by Community and Voluntary Sector organisations across North Lanarkshire. The timescale was tight with funding decisions by 30 March 2022 and successful projects implemented during the following year. Partners rallied to the challenge, recognising the impact of Covid on peoples’ mental health and wellbeing and the need to ensure that vital supports such as befriending, listening, physical activities and referrals to more specialist supports where appropriate, were all readily available. Informed by Scottish Government guidance, partners quickly agreed the principal purposes of the Community Mental Health and Wellbeing Funding in North Lanarkshire - to improve mental health and wellbeing; reduce mental health inequalities; and tackle stigma and discrimination. Groups considered to be “at risk” were identified and prioritised including women; victims of male sexual violence and domestic abuse; people with a long-term health condition, disability or diagnosed mental illness; people from minority ethnic backgrounds; people experiencing severe and multiple disadvantage; refugees with no recourse to public funds; LGBTQ+ and people who had experienced bereavement or loss. Priority activities included: • Providing rapid and accessible support especially to people affected by Covid, recently bereaved and those who were at risk of suicide; • Mental health signposting and referral services; • Money and employment advice and support; • Improving social inclusion and connection to reduce isolation and loneliness; and, • Healthy living support such as: good sleep; healthy eating; physical activity; and nature-based activities. Success in numbers… • Launched on 16 November 2021; • 84 applications, valuing £2.2m received; • Cross sector Award and Assessment Panel established; • 32 grass roots projects funded; • Additional £720,000 awarded by the Scottish Government for allocation by end of March 2022 based on the success of the scheme and North Lanarkshire’s capacity to deliver even more. Page 44 of 173
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2. STRATEGIC PRIORITIES / CONT The Community Mental Health and Wellbeing Fund is complemented by a £350-400K annual Children and Young People’s Mental Health Fund, also managed by VANL through the Community Solutions on behalf of NLC (with funding from Scottish Government). This fund supports community and voluntary organisations to provide community-based support to children and young people in liaison with school clusters. Total investment in mental health and wellbeing support through community and voluntary sector to March 2022 was £2 million. Town and Community Hubs 2.13. Partners recognise Town and Community Hubs’ potential to promote increased collaborative working and better integration ensuring that individuals are supported, encouraged and cared for at each key stage of their life. Already colleagues from Police Scotland and Scottish Fire and Rescue Service are making use of the hub facilities in Shotts and Routes to Work have been developing outreach surgeries in Coatbridge and Cumbernauld hubs. The Leadership Board receives regular updates on the hub programme to identify at the earliest opportunity where shared campuses may be an option and to capture partners’ needs locally. 3. FURTHER PARTNERSHIP WORKING & JOINT INITIATIVES 3.1. The Strategic Leadership Board has formally approved key strategies and policies that support delivery of The Plan for North Lanarkshire’s vision of “shared prosperity and economic growth for all,” whilst underpinning delivery of our statutory responsibilities under the Community Empowerment Act to address socio-economic inequalities and agree shared priorities and actions for communities experiencing the poorest outcomes. Annual and project specific update reports are submitted to the Strategic Leadership Board allowing partners to review progress, scrutinise performance and identify where outcomes and opportunities are being improved and strengthened. Strategic Leaders are able to identify any roadblocks or hurdles, including resource constraints, and examine where they can bring clarity, or sharpen the focus of partnership working, through strategic direction and leadership. “Towards A Fairer North Lanarkshire” 2020 to 2023 and Local Child Poverty Action Report 3.2. Following Partnership approval in June 2020 of the Tackling Poverty Strategy, the Strategic Leadership Board continued to receive regular updates including annual review and approval of both ‘Towards a Fairer North Lanarkshire’ and the ‘Local Child Poverty Action Report’ in advance of submission to the Scottish Government by the extended deadline of 30 September 2021. Recognising the disproportionate impact of the pandemic on families who were already experiencing financial hardship, the updated Tackling Poverty Strategy included four drivers to improve outcomes: • Increase income via employment; • Increase income via Social Security benefits; • Reduce the cost of living including food poverty and insecurity; and, • Address fuel poverty. Page 45 of 173
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3. FURTHER PARTNERSHIP WORKING & JOINT INITIATIVES / CONT During the height of the pandemic referrals for benefits advice increased by a monthly average of 500%, reaching 1000% at their height. In 2021/22 the council’s financial inclusion service, including housing and social work services, generated £35,006,809 in additional income for the residents of North Lanarkshire. Community Safety 3.3. In April partners approved the new community safety strategy – “Improving Community Safety in North Lanarkshire: A Strategy to Improve Lives 2020-25”. The Strategy reflects the Scottish Government’s ambition for a Safer and Stronger Scotland and incorporates the statutory duties on both the council and Police Scotland in relation to tackling antisocial behaviour. Tackling antisocial behaviour makes a significant contribution to improving community safety and the Strategy’s collaborative approaches, across a broad spectrum of community safety activity, make it more effective in addressing local issues and helping people to be safe and feel safe in their communities. The Strategy’s primary focus is on preventing and reducing crime, however, its actions extend to important issues such as gender based violence, community justice, counter terrorism, and home and fire safety. Improving community safety makes an enormous contribution to The Plan for North Lanarkshire, making our area a better place to live, work and visit, and where homes, workplaces and public spaces are inclusive, safe and feel safe for everyone. UK Resettlement Scheme 3.4. Partners also endorsed and committed to work together to support individuals and families resettling in North Lanarkshire through the Afghan Locally Employed Staff Relocation Scheme and the UK Resettlement Scheme, which extended and opened up the resettlement programme to countries other than Syria. Recognising that families are often fleeing persecution and violence and increasingly have complex needs, partners agreed to link directly to consider their potential medical, health and wellbeing needs and to work together to complete resettlement of up to 180 individuals in line with the Partnership’s previously agreed commitments. At the time, 43 families (153 people) had resettled in North Lanarkshire and 20 children had been born to Syrian families since 2015. Becoming Breastfeeding Friendly 3.5. During 2021/22 partners worked towards changing attitudes and creating a positive culture around breastfeeding. Although attaining Breastfeeding Friendly Scotland accreditation was a clearly stated goal, partners’ ambitions went much deeper and were based on a shared commitment to give babies the best start in life and support new mums to feel more confident, capable and comfortable when breastfeeding – especially in public and while out and about. Across Lanarkshire as a whole, breastfeeding rates remain lower than partners would wish them to be. Links to deprivation are a particular concern with mums in the most deprived areas being much less likely to breastfeed their babies. Against the ongoing backdrop of poverty, health inequalities and Covid, the council, NHS Lanarkshire and VANL worked together, through a Task and Finish Group, to develop a Framework to embed cultural change and improve breastfeeding rates. The Task and Finish Group worked closely with the Children and Families Directorate at the Scottish Government. Included within the Framework are targeted actions to normalise breastfeeding, increase rates and support mums and their families, including promoting a supportive return to work environment for breastfeeding women across all business sectors. Page 46 of 173
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3. FURTHER PARTNERSHIP WORKING & JOINT INITIATIVES / CONT Pan-Lanarkshire 3.6. The Poverty and Health Inequalities seminar in June 2021 provided an opportunity for North and South Lanarkshire Community Planning Partnerships and NHS Lanarkshire colleagues to explore what needs to change and where we need to work differently to tackle systemic inequalities and limiting life opportunities and choices. Guest speakers included representatives from the University of Strathclyde and The Health Foundation (a charitable trust committed to improving individuals’ health and wellbeing and bringing about improvements in healthcare services). Over the course of the afternoon and through multi-agency workshops the 46 participants were able to: • Share progress on tackling inequalities across both Community Planning Partnerships; • Identify learning from COVID-19 across the wider system to inform a whole-system approach to recovery and the future design and delivery of services; • Share successful examples of whole-system working to tackle inequalities; • Identify opportunities for improving collaboration on inequalities; and • Agree next steps for both Community Planning Partnerships to jointly maximise their impact. Key recommendations from the event included: • Identifying the ‘touch points’ where opportunities exist for conversations with service users about ‘What matters to you’ and extending reach to seldom heard voices. • Moving away from delivering services through a paternalistic ‘for people’ approach to developing services ‘with’ people. • Using Community Boards, and their locally produced Local Outcome Improvement Plans to work differently within our local communities. • Encouraging staff to be creative in developing their work with communities and service users and accepting risks. • Empowering and upskilling our staff through learning and development including Trauma Informed Practice training. • Switching from ‘downstream’ reactive spend to ‘upstream’ preventative spend. Following on from the seminar, partners agreed three priority workstreams where opportunities existed to work jointly at a pan-Lanarkshire level, and these are being taken forward during 2022/23. 1. Employability and the role of partners in supporting employability initiatives and creating sustainable, fair work opportunities for Lanarkshire residents. 2. Drugs misuse and tackling the high incidence of drug related deaths in Lanarkshire. 3. Identifying where better integration and individually tailored care management plans can be developed to support individuals who are frequently treated at hospital Emergency Departments and identified as High Resource Users due to their complex health, psychological and social needs. In February NLP was invited by the Improvement Service to showcase the event and demonstrate how partnership working is being strengthened and leading to improved outcomes for local communities. Our work was singled out as one of two examples provided to the Deputy First Minister during his discussions with the Chair of the national Community Planning Improvement Board. Page 47 of 173
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4. GOVERNANCE, ACCOUNTABILITY AND REPORTING Partnership Working Arrangements including Statutory Partnerships 4.1. During 2021/22 Strategic Leaders reviewed North Lanarkshire’s partnership working landscape and agreed that Board oversight of wider statutory partnership working arrangements could be strengthened through consideration of an annual update on the work of the: • Children’s Services’ Partnership Board; • Community Justice Partnership; • Public Protection Chief Officers’ Group; and, • consideration of the Chief Social Work Officer’s annual report, to provide wider context and shared understanding. As such, the Children’s Services Plan, the Community Justice Outcome Report and an annual recap on structures are now included in the Leadership Board’s schedule of reporting activity. The self-assessment of public protection arrangements and in particular, the work of the Chief Officers’ Group was completed in 2021/22. Local Partnership Teams 4.2. To support partnership working and accountability at a Community Board level, effective joint planning and resourcing arrangements with shared accountability and responsibility across partner agencies, are critical. The Strategic Leadership Board convened a workshop in August providing partners with the opportunity to consider local management and oversight arrangements and how these could be integrated within wider community planning structures. Under the strands of ‘Operations, Organisation and Oversight’ partners considered: • What needs to be in place to support the Operation and effective development of Community Boards? • How Partnership teams will Organise to plan activity and resources at a local level in support of the LOIPs and wider ambitions within The Plan for North Lanarkshire. • How partner agencies, individually and collectively, ensure appropriate representation, responsibility and accountability for Oversight of local community planning whilst ensuring alignment with wider strategies and partnership working to remove duplication. Four Local Partnership Teams are now in place, linked to Community Board areas and comprising Partnership managers with responsibility, either at a locality or thematic level (for example: Sustainability; Driving Digital Locally; Community Development; and Tackling Poverty). Community Co-ordinators 4.3. Community Co-ordinators have been identified from within North Lanarkshire Council’s corporate management team (CMT) to drive forward the LOIPs and galvanise wider partnership activity around a shared understanding and collective actions. The true potential of the Community Co-ordinators lies in their ability to create a culture of co-production where community members feel valued and are able to influence, inform and help shape service delivery in their areas. Community Co-ordinators are not merely ‘problem solvers’ but rather ‘place-shifters,’ creating the environment and empowering local communities to operate strategically and work with partners to bring about lasting improvements – for individuals, families, neighbourhoods and towns. Page 48 of 173
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4. GOVERNANCE, ACCOUNTABILITY AND REPORTING / CONT 4.4. Partners are adding further value by identifying senior officers from within their own organisations to support the Co-ordinators. In addition a ‘CMT – Co-ordinator – Community Board’ interface meeting is convened after each cycle of Community Board meetings. This provides a forum for joint planning and workflow management and makes best use of resources through co-ordination, consistency and minimising the risk of duplication by identifying where an existing partnership delivery vehicle is already in place and best positioned to support delivery of LOIP actions or initiatives stemming from the Community Boards. Framework for Demonstrating Improved Outcomes for Communities 4.5. Work to develop the Partnership’s ‘Framework for Demonstrating Improved Outcomes for Communities’ commenced towards the end of 2021/22. In November the Accounts Commission’s updated Statutory Direction introduced clearly defined requirements on local councils around community engagement and empowerment. The emphasis is on evidencing that the council is carrying out community planning for the “improvement in the achievement of outcomes.” In addition, the Accounts Commission expects councils (in agreeing outcomes with partners and communities) to report on how they have engaged with, responded to and helped to empower communities, including those who require greater support. In February Strategic Leadership Board members focused on developing an outcomes reporting model that will be used by North Lanarkshire Partnership to assess progress and performance in delivering on NLP’s priorities and plans and ensuring that Partnership activities can demonstrate improved outcomes that make a real difference for local people and communities. Subsequently approved in June 2022, the Framework also includes a number of case studies highlighting just some of the services and initiatives that have been developed locally to improve outcomes. Further Action 4.6. Representation and membership of NLP’s Strategic Leadership Board extended to include: • The chair of VANL recognising VANL’s position as the Third Sector Interface and a community body that, “represents the interests of persons who experience inequalities of outcome which result from socio-economic disadvantage.” • The Chief Accountable Officer of Health and Social Care North Lanarkshire to support joint planning, integration and delivery of whole-system approaches towards improving outcomes and what matters most to local people. Agreement to prepare this annual performance overview identifying where partnership working is improving outcomes and to submit to North Lanarkshire Council for information and in compliance with Community Empowerment Act public reporting duty. Wider networking, engagement and opportunities for joint work enhanced through links with the Community Planning Partnership Board; Police Scotland’s Partnerships, Prevention and Community Wellbeing division; the Improvement Service; Public Health Scotland; and Scottish Government. Agreeing in early 2022 to publish Strategic Leadership Board minutes and to develop a Partnership Communication and Engagement Strategy, making optimum use of the MyTown web pages and social media channels. Page 49 of 173
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☐ Yes ☒ No Ref SP/MC Date 13/12/22 P056.2(3) Community Boards and partnership communications strategy From Stephen Penman, Chief Officer, Strategic Communication and Engagement E-mail penmanste@northlan.gov.uk costellom@northlan.gov.uk Telephone 07725 289559 Executive Summary This report provides an update on key progress linked to supporting the development of the Community Board model including updates on the 9th cycle of Community Boards meetings which took place throughout November and December 2022 • progress with the delivery of the 9 Local Outcome Improvement Plans (LOIPs) and the implementation of an associated Monitoring and Management Framework and Partnership delivery approach • Progress with the Community Board Development Programme • Work to continue development of a Partnership Communications Strategy As previously agreed by committee, reports on the work of the nine Community Boards are provided to the committee relating to each committee cycle. Progress is also reported to the North Lanarkshire Community Planning Partnership Strategic Leadership Board to reflect the statutory nature of the boards in community planning terms in providing local governance for the LOIPs. This report covers cycle 9 of the Community Board meetings. The process and focus of reporting on the work of the Community Boards will continue to be reviewed and elements included within the Local Outcome Improvement Plan monitoring and management framework from 2022/23 onwards. Recommendations It is recommended that committee members recognise work to continue to develop and improve the integrated approach to supporting the local Community Board model The Plan for North Lanarkshire Priority Enhance participation, capacity, and empowerment across our communities Ambition statement (20) Improve the involvement of communities in the decisions, and development of services and supports, that affect them AGENDA ITEM 7 Page 51 of 173
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1. Background 1.1 Community Matters – A Framework for Working with Communities 1.1.1 Community Matters - A Framework for Working with Communities sets out the Community Planning Partnership’s commitment to engaging with communities underpinned by a set of principles and approaches designed to deliver on key priorities associated with working with communities which included the creation of Community Boards. The framework was approved by the Policy & Strategy Committee at its meeting in March 2020. 1.1.2 The Community Boards are integral to supporting community participation and providing a single coordinated approach to governance for local communities, reflecting statutory and regulatory requirements. The boards continue to develop in a manner consistent with influencing and delivering the Plan for North Lanarkshire outcomes at local level. This is being driven through the Local Outcome Improvement Plans (LOIPs) for each of the nine areas, ensuring a partnership focus on supporting service design, delivery and community action reflecting both the ambitions within The Plan for North Lanarkshire and the priorities and circumstances of individual areas. The LOIPs are published on the North Lanarkshire Council website and have been circulated to all Community Boards. 1.1.3 A monitoring and management framework for the delivery of the LOIPs is now in place along with supporting partnership delivery approach through the establishment of Local Partnership Teams. This will be used to inform reporting to Committee, the North Lanarkshire Partnership (NLP) Strategic Leadership Board and individual Community Boards 1.1.4 The ninth cycle of Board meetings has now taken place; an example of an agenda is included in Appendix 1. Table 1 – Cycle 9 Community Board Meetings Area Meeting Date & Time Location Shotts 22/11/2022 at 6.30pm WebEx Northern Corridor 23/11/2022 at 6.30pm WebEx Cumbernauld 24/11/2022 at 6.30pm Webex Coatbridge 29/11/2022 at 6.30pm WebEx Wishaw 30/11/2022 at 6.30pm WebEx Kilsyth & Villages 01/12/2022 at 6.30pm WebEx Motherwell 06/12/2022 at 6.30pm WebEx Airdrie 07/12/2022 at 6.30pm WebEx Bellshill 08/12/2022 at 6.30pm WebEx Page 52 of 173
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2. Report 2.1 Community Boards – Cycle 9 2.1.1 Representation at Community Board Meetings 2.1.1.1 At the ninth cycle of Community Board meetings, attendance reflected a good mix of partners, elected members, community groups and local people at all Board meetings. Approximately 194 people attended the ninth cycle of meetings with 58 community organisations and 67 Community representatives in total represented. 2.1.1.2 A broader range of community representation is generally in evidence at Community Board meetings. New organisations attended 5 of the Community Boards in Cycle 9. 2.1.1.3 Efforts continue to further extend the reach of community involvement in the work of the Community Boards. As stated within previous reports to committee, not all community organisations’ identity is place-based. There is therefore a need to ensure that people who come together because they share characteristics and identity also have a platform where they are heard and can influence both decision- making and the realisation of the Plan for North Lanarkshire. 2.1.1.4 The categories of participants in Cycle 9 Community Boards are as set out in Table 2 below: Table 2 - Participants (Cycle 9) Participants at Community Boards (Cycle 9) Community Councils Tenants and Residents Associations Historical/Cultural Groups Community Forums MSYP/Youth Fora Police Scotland Scottish Fire & Rescue NHS Lanarkshire Voluntary Action North Lanarkshire NL Disability Access Panel Elected Members Council Officers Faith Groups Parent Councils Local people/residents Voice of Experience Forum Community Organisations 2.1.2 Participation in meetings 2.1.2.1 The meetings were live streamed on the Council’s YouTube Channel and received over 920 (as of 17/1/2023) views across 7 Board areas ranging from 48 in Kilsyth to 105 in Wishaw. Page 53 of 173
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Technical issues were incurred at the Cumbernauld and Shotts Community Board meetings and unfortunately the meetings were not able to be recorded or live Streamed at this cycle. 2.1.3 Agenda items 2.1.3.1 During Cycle 9, eight out of nine Community Boards had agenda items put forward by community groups and organisations in advance of board meetings. Examples of agenda items put forward included traffic safety issues, graffiti, and removal of dog bins; Tarbothie Community Garden Survey; Development of a Community Concordat, Community Boards, and partnership communications strategy: Monitoring and Management Framework; Chryston Community Hub, Renaming of Health Centre; Education of young people in Northern Corridor area, Future Board meetings and Festive tree/decorations; Belziehill Junction; Tower demolition work and Airdrie Action Partnership Christmas Appeal. In addition to the agenda items above, local community groups provided updates in some boards such as Fortissat Youth Forum and Livingston Park Group in Kilsyth as well as up-dates provided by some local organisations about some local Cost of Living Community Drop-ins. 2.1.3.2 Council officers were also asked to attend or provide updates to board meetings in response to agenda items and issues raised by community representatives. Council and Community Planning Partnership Partners will continue to be invited to attend in relation to specific agenda items raised. External organisations are also invited to attend Board meetings in response to agenda items raised by communities as required. 2.1.4 Opportunities to provide updates and share views As previously reported, all nine Community Boards endorsed LOIPs which have been published and can be accessed via this link. Community Board agendas are now organised around LOIP priorities and updates from communities and partner agencies are linked to priorities where possible to ensure clear focus on progress towards achieving actions to address the key priorities that were identified by local communities. Local people can also raise ad hoc issues or share local information through the Community Matters section on the agenda. Positive progress has been made with subgroups meeting to progress agreed actions to address local priorities where this is the most appropriate mechanism. Work is ongoing and meetings are taking place and scheduled with local community groups and organisations to further develop subgroups. 2.1.5 Special Board Meetings 2.1.5.1 No Special Board meetings were requested in advance of Cycle 9 Board Meetings. However, two community Boards requested Special Board meetings to be arranged following this cycle of meetings. Page 54 of 173
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2.1.6 Community Board Local Development Programme (LDP) Projects 2.1.6.1 Community organisations requested a positional statement regarding outstanding Local Development Programme projects. The LDP report continues to be split by Community Board area detailing the status of projects and was circulated in advance of Cycle 9 meetings. The project proposal form identified in previous reports to committee, continues to be utilised to record LDP project ideas and suggestions put forward from local communities. LDP continues to be a set item on the agenda at all Community Board meetings and is subject to a separate report to this committee. 2.1.7 Involving Communities 2.1.7.1 Cycle 9 meetings saw continued involvement of seldom heard voices in Community Board meetings, including Who Cares? Scotland, supporting Care Experienced Young People, the Voice of Experience Forum that enables older people to put forward opinions on local services and NL Disability Access Forum and Lanarkshire Muslim Women and Families Alliance. A new community organisation has been established within the Moodiesburn area in response to a gap identified through the LOIP with members now attending the Northern Corridor Community Board to represent the area. The Community Partnership team will continue as a priority to proactively work with local community groups and people with lived experience to support this objective. 2.1.8.2 As reported previously there has been a decrease in the level of youth representation noted at Community Board meetings although Fortissat Youth Forum continue to be involved in the Shotts Community Board. As reported previously, part of the Youth Participation structure that was noted and approved at the Education, Children and Families Committee on Tuesday 13th September 2022, CLD Youth Workers and Community Partnership Team will engage with young people through the 9 local youth voice groups to ensure that young people are active participants in the Community Boards. This will be subject to further discussion with CLD and Community Partnership Team in relation to progressing this. Since the previous report, young people have become more involved within LOIP subgroups such as Youth Participation and Engagement. 2.1.8.3 The research into the lived experiences of North Lanarkshire’s Black, Asian and Minority Ethnic people will be subject of a report ‘Advancing Race Equality to the Wellbeing and Tackling Poverty Committee in February 2023. This report sets out the progress in relation to advancing race equality in North Lanarkshire and the future plan including in our communities. The Community Board Members development programme is developing equality and diversity information to support the work of the boards. Information will include guidance and resources as well as specific topic areas for example equality impact assessments, unconscious bias, barriers to inclusion etc. The Lanarkshire BSL Steering Group met in November 2022. The North Lanarkshire members of the group expressed frustration at their lack of representation on the Community Boards. The preferred platform for on-line meetings for Deaf BSL users was identified as Zoom as they are more familiar with the platform and the quality of Page 55 of 173
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the signal seems better which is highly important for visual quality. Unfortunately, Zoom is not supported by the Council as it is not deemed a safe platform over which to arrange meetings. The group were keen to progress face-to-face meetings. A Lanarkshire BSL conference is being planned to take place in May 2023 which will be an opportunity for the Community Board members to engage directly with this community and begin to explore how their inclusion can be supported. 2.2 Moving Forward 2.2.1 Community Board Chairs Significant progress has been made from the second cycle of meetings where one Community Board meeting (Airdrie) was chaired by a community representative to a position where eight of the nine Community Boards were chaired by community representatives. In cycle 9, six out of the nine meetings were chaired by Community representatives. This was partly due to last minute issues where the Chair was unable to attend but it is hoped that moving forward all meetings will be chaired by Community representatives. 2.2.2 Community Board Development Programme The Council’s Talent, and Organisational Development (TOD) team in conjunction with the Community Partnership Team have created an online Hub offering all Community Board Members access to a wide variety of learning resources with a focus on the key requirements identified in the Training Needs Analysis previously undertaken with Board members. The resources will be available on the Hub 24 hours a day, 7 days a week and are accessible from any device. The resource has been developed to offer a blended learning experience, reaching out to a range of learning styles. Progress is being made in the further roll out of the portal which was highlighted and welcomed at the recent NL Strategic Leadership Board. 2.2.3 The Role of Heads of Service as Community Coordinators As previously reported, Community Coordinators are in place and attending their designated Community Board Meetings. The Community Coordinator’s update continues to be a standing item on all Community Board agendas as well as participation in discussion relating to a range of local matters. Community Coordinators meet with key senior partners between Board cycles to discuss common matters, any leadership action required, and to collectively consider input to future meetings. There was one change of Community Coordinator at this round of Board Meetings, Fiona Whitaker has now taken over the role at Kilsyth and Villages Community Board from Nicole Paterson who has moved on to a new role out with the Council. 2.2.4 Future Board Meetings Page 56 of 173
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The next cycle of Community Board meetings will be held in February/March 2023. All Board meetings up to Cycle 9 have taken place online via Cisco Webex. A hybrid approach is being investigated that would enable local people to attend face-to-face if they are able to or continue to attend online or observe the proceedings via the live stream on the Council’s YouTube Channel. The Cycle 10 meeting dates are set out in Table 3 below. Table 3 – Community Board Meeting Dates (Cycle 10) Community Board Day Date Shotts Tuesday 21/2/2023 Northern Corridor Wednesday 22/2/2023 Cumbernauld Thursday 23/2/2023 Coatbridge Tuesday 28/2/2023 Kilsyth & Villages Wednesday 01/3/2023 Wishaw Thursday 02/3/2023 Motherwell Tuesday 07/3/2023 Airdrie Wednesday 08/3/2023 Bellshill Thursday 09/3/2023 2.2.5 Local Outcome Improvement Plans – Partnership Delivery, Monitoring, and Management Framework As previously reported, an online LOIP monitoring, and evaluation framework is now in place. This is a management tool that will be used by community planning partners to ensure that progress towards addressing key priorities that were agreed with local communities is monitored, recorded, and reported. 3. Measures of success 3.1 Delivery of LOIP outcomes and increased levels of engagement with local communities and partners, resulting in generally positive impacts on communities across a variety of priorities and key issues identified through effective locality planning and the implementation of the Community Boards, particularly in areas where further consultation has been required. 4. Supporting documentation 4.1 Appendix 1 – Example of Cycle 9 Community Board Agenda. Stephen Penman Chief Officer Strategic Communication and Engagement Page 57 of 173
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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 Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ The Community Boards and locality planning processes will continue to be delivered within the available resources of the Council and Community Planning Partners. If yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? 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 have been discussed and agreed with People and Organisational Development? 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 have been discussed and agreed with Legal and Democratic Solutions? 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 ☐ Page 58 of 173
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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 technology, has an assessment been carried out (or scheduled) 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? Live streaming of Meetings was advertised via @MyTown twitter pages. Live streaming of Board Meetings received 920 views (as at 17/1/2023) via the Council’s YouTube Channel. No objections were received regarding live streaming and future meetings will continue to be live streamed to encourage a wider reach. 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 59 of 173
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Appendix 1 Community Board Agenda (Cycle 9) AGENDA (example) 1. Welcome and Introductions 2. Apologies 3. Minute of previous meeting and matters arising 4. Local Outcome Improvement Plan (LOIP) - Local Priorities 5. Community Matters- 6. Local Development /Investment i.Local engagement/consultation ii.Funding opportunities 7. Standing Agenda items i.Community Coordinators Up-date ii.Local Development Programme (LDP) Up-date 8. AOCB • NL Litter Bin Strategy • Scottish Parliamentary Inquiry into Community Planning • Budget Planning Meetings 9. Date and time of next meeting - TBC Page 60 of 173
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref SP/MC Date 06/02/23 Community Board Local Development Programme From Stephen Penman, Chief Officer, Strategic Communication and Engagement E-mail penmanste@northlan.gov.uk costellom@northlan.gov.uk Telephone 07725289559 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 and Regeneration Committee: (1) recognises progress with the remaining 2022/23 programme onwards and approve projects which have potential for delivery in future financial years depending on availability of budget and community support (Appendix 1); (2) recognise the capital budget allocated to the LDP for each Community Board area for the next five financial years (Appendix 2); (3) approves amendments to existing projects and further project proposals and project criteria; (4) acknowledge 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 AGENDA ITEM 8 Page 61 of 173
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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 will now be sought through the Communities and Regeneration Committee as required. 1.2 The Covid-19 pandemic impacted severely on the ability to deliver projects due to restrictions in relation to the construction industry. However, since the relaxation in restrictions, there has been positive progress and with work continuing to deliver relevant projects. Only projects that had been deemed essential and legally contracted were able to proceed. 1.3 Budget details have now been finalised as part of the council’s Strategic Capital Investment Programme for the 5-year period from 2021/22 to 2025/26, with an agreed allocation of £1.5m for each of the next 5 years. An additional £500k was approved as part of the council’s revenue budget for 2021/22. These sums are reflected in the breakdown of funding included in Appendix 2. 1.4 The amount allocated to each area reflects a reduction of up to 10% which will be earmarked for delivery and other associated costs in relation to agreed projects, this will include technical support, tendering processes, design and project management and administration. 2. Report 2.1 Criteria for Local Development Programme To be eligible for inclusion in the Community Board Local Development Programme, projects must meet the priorities of the Local Outcome Improvement Plan and substantially subscribe to previously agreed criteria. The following are examples of some of the key criteria: • link to LOIP priorities • be publicly visible and accessible; • come from community groups or individual; • improve community safety; • benefit a large number of people; • improve the appearance of an area • maximise the use of alternative sources of funding. • be a capital projects on council owned land All Local Development Programme proposal forms should indicate which, if any, of the Local Outcome Improvement Plan priorities the project supports. Where the project does not align with identified priorities, evidence must be provided to show how the project will support improved local outcomes. Page 62 of 173
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2.2 Project progress • Information on current and potential future projects is contained within Appendix 1. • Please note the figures in Appendix 1 are notional/indicative potential project costs and that no budget has been allocated to specific projects. • The Community Board Local Development Programme highlights the council’s commitment to community led neighbourhood regeneration. • Prioritisation work has been undertaken taking account of the allocated budgets and criteria to schedule project delivery of the current holding over the five-year budget cycle. These priorities may change as projects develop and clearer costs become available. • Where feasibility checks have identified that the project is not viable, the recommendation within Appendix 1 is to delete such projects from the list moving forward. 2.2.2 Current Delivery Challenges As previously reported to this committee, delivery of the Local Development Programme has faced a number of challenges during the current financial year due to a range of external factors. Updates on the current challenges are as follows: • Cost Inflation. As previously reported, bitmac surfacing has experienced substantial cost increases over recent months. This has led to the appointed contractor for the Bitumen Macadam (Bitmac) Repairs 2022-2026 contract (Housing Property & Projects) intimating their intention to withdraw from the contract due to financial viability. The Local Development Programme access this contract to deliver car parking projects and therefore, all such projects are currently on hold. Discussions are ongoing with the contractor to find a resolution to allow recommencement of works at the earliest opportunity. • Labour Shortages. Ongoing market engagement continues to allow us to develop accurate project timelines. Play Area projects will now have an estimated site start date of 6 months from date of contract award due to availability of suitable installers. We will continue to monitor the market position and adjust timelines as required. • Market Capacity and Demand. As previously reported, project budgets have been reprofiled and sites grouped together in lots to be more attractive to the market. This has had an immediate effect on the number and quality of tender submissions received. For future tender exercises, we will continue to structure tender lots in this way to ensure continued delivery of best value whilst meeting community aspirations. 3. Measures of success 3.1 Projects delivered within agreed timescales taking into account all relevant factors and budgetary considerations. 3.2 Local communities 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. Page 63 of 173
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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 2022/23 onwards 4.2 Appendix 2 – Budget Information 4.3 Appendix 3 – Play Area Development List 2022/23 Stephen Penman Chief Officer Strategic Communication and Engagement Page 64 of 173
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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 have been discussed and agreed with Financial Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Each of the projects in the attached Appendices, if deemed appropriate for delivery and where budget is available is supported through funding available via the Community Board Local Development Programme capital allocation. Consideration will also be given to maximising external and other partner contributions where possible. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? 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 have been discussed and agreed with Legal and Democratic Solutions? 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 Page 65 of 173
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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 technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☒ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Several of the projects will have a positive effect on the local environment, contributing to safer areas to play and addressing issues traffic congestion in specific areas. 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The LDP is discussed widely with community groups and local consultation will be communicated as required. In conjunction with local communities, a communications approach will ensure that projects are promoted positively. 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? There are no significant financial risks which have been identified at this stage in the financial year, however this will continue to be closely monitored. Some projects may not proceed as a result of e.g., community consultation or site investigations and outstanding budgets will be re-allocated to other projects which will be reported to a future Community Board. It should be acknowledged that there are nationwide challenges in relation to supply of materials and there is also an impact on material costs leading to potentially higher contract costs which could impact on delivery of projects. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Page 66 of 173
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Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Page 67 of 173
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Appendix 1 Airdrie Projects Under development 2022 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Chapelhall/Bellside Road parking Road parking £40,000.00 Awaiting outcome of legal issues (Approved previously by Board) Airdrie BMX/Pump Track Funding to support regenerating the existing facilities, or build a new pumptrack. LDP proposal form submitted 07/02/2022 For consideration. Further project development work required to ascertain need for the facility & identify a group CPT can partner with to support external grant applications Crowwood Road, Calderbank Parking Check feasibility and submit project proposal form Whinhall Allotments Environmental Check feasibility and submit project proposal form Glen Road, Petersburn Parking Check feasibility and submit project proposal form Projects Seeking Approval- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Brownsburn Park Upgrade to paths £17,000 Project raised by local community. Community Board LDP Programme 2022 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes St Serf’s Environmental Improvements Environmental Improvements £15,000.00 Completed and Recharged Hill Street Parking, Caldercruix Create additional parking bays £10000 Year 2/3 Plains Community Futures Upgrade play facilities including new equipment, surfacing, paths and seating £50,000 N/A Approved at CB 14/6/2022 Contract Awarded. Plains Community Futures Outdoor Gym £22,000 £13,000 grants from Consortium & Lottery Approved at CB Dec 22 Deliver Year 3 Page 68 of 173
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Airdrie Burns Club Erect commemorative plaque at Wellwynd £500 To be completed in financial year 22/23 Gartleahill Play Area Wheeled sports area & refurb existing play area £20,000.00 £50K will be allocated from Scottish Government Play Park Renewal Programme Year 3 priority Craigneuk play area Creation of new play area £90,000 A suitable site has been identified to build a new play area. Community consultation now required Year 3 Forrest Street Environmental Improvement £10,000.00 Year 2 priority, demand to be confirmed following additional consultation locally Craigneuk/Petersburn Path Improvements £30,000.00 Year 2 priority – community input required for projects. No project identified suggest removal from list Katherine Park Sports Provision £60,000.00 Hold on list for further engagement Castle St Chapelhall Parking Improvements £20,000 Works completed Rawyards Park Play Area Improvements Additional play equipment £8,000 Complete Dec 2022 Community Safety - CCTV Additional CCTV in locality in conjunction with community safety partners £25,000 Year 2 priority Chapelhall – Queens crescent Improved parking £15,000 Year 2 priority Delivered via Surfacing framework. Arndale Plains Improved Parking £15,000 Year 2 priority Delivered via Surfacing framework. Caldercruix Heritage Project £30,000 Works awarded to be completed in spring 2023 Airdrie Sea Cadets Support for Community Group £15,000 Issued as grant Dec 22 Complete Plains Refurbishment of entrance feature and environmental improvements in village £20,000 Works Complete. Plains – Ashlea Gardens Environmental improvements and additional parking £15,000 Year 1 priority. Possible deletion as works already done by others, Moss Avenue Caldercruix Environmental improvements and additional parking £15,000 Footpath link completed. Additional drainage works undertaken. Rawyards Roundabout Environmental Improvements £10,000 Veg clearance works complete all other works Page 69 of 173
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expected to be competed spring 2023 Friends of Centenary/West End Parks Environmental and lighting improvements, repair signage £3,000 Complete Victor Street / Stemac Lane Plains Parking Improvements £15,000 Year 2 priority Revised proposal being progressed Delivered via Surfacing framework. Community Partnership Initiatives Funding to support partnership initiatives £10,000 Year 2 priority Bellshill Projects Under development 2022 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Rockburn Park – improvement project Project to improve lighting and cut back tree root hazards TBC Development work to be undertaken Redwood Crescent – community garden project Project to create a green community garden space TBC Proposal form to follow. Baird’s Park - play facilities improvement Project Improving play facilities and equipment at an existing play area TBC Proposal form to follow. Laburnum Rd – footbridge project To repair an existing a damaged footbridge TBC Proposal form to follow. Syncamore Ave – community dog walking area To create a community dog walking area in a densely populated area in Viewpark. TBC Project under development – establishing suitability of the land for the intended use. Bairds Avenue – community dog walking area To create a community dog walking area in a densely populated area in Viewpark. TBC Project under development – establishing suitability of the land for the intended use. Page 70 of 173
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Projects Seeking Approval- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Community Board LDP Programme 2021 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Viewpark Gardens Funding to support development of potential works at site £20,000 Additional information required from group Community Safety – CCTV Provision Additional CCTV in locality in conjunction with community safety partners £25,000 Year 1 Priority Douglas Dr/Kirklee Rd Play area project £70,000 Works Complete Bellshill Board Area Improvements to play facilities across board area £50,000 Complete (Utilised for Douglas Drive) Community Garden project Project in conjunction with community council £25,000 Year 1-2 Priority - Board agreed in principle. A suitable site has been identified and reserved at the Bellshill Strathclyde Park Gateway site. The Bellshill Community Council is to consult with local community for confirming preferred designs and features. Thereafter, CPO will meet with the group for discussing LDP project proposal. Community Safety Project Project to address wheelie bin security in conjunction with partners £2,000 Project Completed Page 71 of 173
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Rosevale Crescent/Calder Park, Mossend Potential MUGA Facility £30,000 £100,000 Project to be further developed. External funding will be required. Community Partnership initiatives Funding to support partnership initiatives £10,000 Approved at Community Empowerment committee Gemini Grove, wall entrance project Project to cut through an opening through a low level brick wall for residents’ access to a public car park. Project proposal form submitted Orbiston bing project Project to assist residents live In the Orbiston bing area to improve and repair existing walk paths and features in the bing Project consultation underway. Crowflat View – car parking project Project to create extra car parking spaces Consultation Completed September 2022. To be Delivered via Surfacing framework. Warnock Crescent play area project Project to improve play equipment and facilities in an existing play park near Warnock Crescent, Bellshill. Project under development – Board approve project in principle. project proposal form submitted. Napier Square (north side) - car park project Project to create extra car parking spaces Consultation completed September 2022. Delivered via Surfacing framework. Lilac Crescent Play Area Refurbishment of existing play area site £95,000 Contract awarded following retender. Awaiting site start dates. Coatbridge Page 72 of 173
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Projects Under development 2022 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Margaret Street Park Upgrade fencing & lighting Initial feasibility checks completed. Possible replacement of fence & upgrade to dual light at entrance. Kirkwood Local Improvements Parking and Environment TBC Local engagement showed positive support for projects moved to seeking approval. In addition, addressing parking/turning issues at a specific locale. Summerlee Street Parking and Environment TBC Project raised regarding road/footpath works at Summerlee Street. Project team to carry out initial investigations to determine potential scope of project. Projects Seeking Approval- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Kirkwood Local Improvements Junior play area development TBC Survey report complete – positive local support for project Kirkwood Local Improvements Dog walking area development TBC Survey report complete – positive local support for project Community Board LDP Programme 2022 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Greenend Projects Base Development of temporary meeting space/project base in Greenend £45,000 Approved at 28th Nov 22 Board meeting. ongoing consultation with residents re use. The Safety Zone Floor replacement £20,000 LDP grant support to local organisation to replace hall floor within their facility The Fire Queen Heritage £5000 Grant support to heritage group to support completion of Fire Queen boat at Summerlee Museum Heritage Way/Monklands Canal Improvements Improvements £40,000.00 Feasibility ongoing, local org contacted to develop project idea. Page 73 of 173
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Disabled parking bays at Daisy Park side & possible Pier replacement works Dunure Place Coatbridge Creation of parking bays to alleviate congestion £20,000 Project proposal submitted/feasibility checks to be completed Northburn Road Community Safety/Quad Bike issues £10,000 Project to restrict motorised access to open space due to ongoing local issues. Awaiting delivery of new access gates, Due end Jan 2023. Dunure Street Coatbridge Dog walking area at Dunure Street Coatbridge £15,000 Approved in principle. New location identified. Scarhill Street Play Area Upgrade Play Area £50,000.00 £120,000 Contract awarded Whifflet Park Skatepark £55,000 Budget increased by £15,000 to meet project brief. Contract awarded. Site start expected March 23. Viewfield Rd Coatbridge Environmental and road safety improvements £40,000 Year 2 priority – increase in budget to include 2nd location Greenend Wheeled Sports Area Play £30,000 Contract awarded. Site start expected March 23. Community Safety - CCTV Additional CCTV in locality in conjunction with Community Safety Partners £25,000 Year 2 priority Mossnuek St Coatbridge potential traffic calming project in Mossneuk st Coatbridge – subject to assessment by Roads team £25,000 Approved in principle Community Partnership Initiatives Funding to support partnership initiatives £10,000 Approved at Community Empowerment Committee Last Tram Project Heritage £14,000 £22,000 Complete Cumbernauld Projects Under development 2022 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Bog Stank (Cumbernauld Village) Third party funding contribution being sought for further feasibility work No further update in discussion with Village Community Council Inchwood Road, Westfield Parking Improvements Proposal submitted and with the projects team Page 74 of 173
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Watch us Grow Support for environmental improvements around base at Palacerigg Country Park. Consultation Complete Ben Venue Parking Improvements Proposal Submitted Discussions taking place in relation to feasibility Drumnessie Road Westfield Parking Improvements Projects Seeking Approval- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Community Board LDP Programme 2021 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Environmental improvements around Westfield Community Centre Removal of raised beds that have fallen into disrepair and surface area. TBC Repair Works completed Abronhill Community Works Environmental improvements £20,000.00 Originally a year 1 project. Potential project relating to underpass improvements and improved community safety being considered. Will not progress until 2023. Kildrum Workers memorial Heritage feature improvements £10,000.00 Location agreed. Works awarded, to be completed by end of March 2023. Carbrain PS Community Access £30,000 Project to be reviewed - LDP Proposal not submitted, no group identified to progress project Tarbolton Rd Kildrum Improved accessibility £15,000 Works complete Kilbowie Rd Parking £15,000 Works complete Leckett Hill Parking £15,000 Works complete Ben Ledi Crescent Parking £15,000 Works complete Cairngorm Gardens Improvements to sculpture area £10,000 Works awarded. To be completed by end Jan 2023 Abbotsford Court Cumbernauld Parking project £15,000 complete Torbrex Rd Cumbernauld Parking Project £15,000 Works completed Page 75 of 173
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Community Safety – CCTV Additional CCTV in locality in conjunction with Community Safety Partners £25,000 Ongoing Seafar and Ravenswood Community Council Welcome and Directional Road Signage £1000 Complete Oak Road Football Pitch, Abronhill Parking Improvements £35,000 Reduced scale project to be progressed Melrose Ave Cumbernauld Parking Improvements £30,000 Consultation complete Delivered via surfacing framework Community Partnership Initiatives Funding to support community partnership initiatives £10,000 Approved at Community Empowerment Committee Condorrat Community Garden/Allotment Funding to support costs of greenhouse TBC Year 2 project approved. Discussions taking place regarding third party funding Millcroft Road Play Area upgrade TBC £80,000 Year 3 Project. Tender issued. Utilising Scottish Government Funding. Braehead Road Play Area Upgrade TBC £50,000 Year 3 Project. Tender issued. Utilising Scottish Government Funding. Birch Road Abronhill Parking TBC Application submitted (Joint - 3 in 1) Kilsyth Projects Under development 2022 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Kilsyth Old Peoples Welfare Committee – centre renovations Contribution towards improvements works at Old Library (Burngreen) TBC The organisation is seeking third party funding support for essential building and facility improvements. Proposal will require to be updated Projects Seeking Approval- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Community Board LDP Programme 2021 onwards- Page 76 of 173
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Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Play park upgrade, allotments, CCTV and path lighting phased approach TBC with Bogside Tenants and Residents Association TBC Year 3 priority Additional resource may be required Croy Community Hub Outdoor Community Space (Community Allotments / Grow your own) & repair or replacement of old paths. TBC Year 2 priority. Costings to be determined and community engagement required. Colzium Estate Up-grade Fountain Fountain Up- grade £10,000.00 Additional resource required to progress this. Project will likely move into a later year LDP Montrose Gardens Parking Parking £15,000.00 Year 4 Priority Banton Parking Parking £20,000.00 Brought forward to Yr2 in place of Banton War memorial. Agreed at Board meeting Dec 22. Kilsyth Heritage project Heritage project £20,000.00 Year 4 priority Fisher Avenue Parking Parking £15,000.00 Year 5 priority Rennie Rd project Initial contact made with group by CPO on 20/6/22 TBC Year 3 priority Banton War Memorial Replacement TBC with community groups TBC Removed – No longer required. Agreed at Board Meeting Dec 22. Kilsyth CCTV CCTV Installation which will include a camera at sports field and 3 other cameras covering Kilsyth £58,140 £22,000 Projects complete. Reported to Board Dec 22. Livingston Park Play Park Group Upgrading of facility Contact made by CPO on 20/6/22 TBC £100,000 Year 2 priority Scottish Government funding in place. Consultation Complete. Tender issued. Page 77 of 173
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Community Partnership Initiatives Funding to support partnership initiatives £1,500 Approved at Community Empowerment Committee Auchinstarry Play Area Development Contribution to overall cost of the creation of a Roman themed play area £5K £180K Project Complete Projects Under development 2022 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Kilsyth Old Peoples Welfare Committee – centre renovations Contribution towards improvements works at Old Library (Burngreen) TBC The organisation is seeking third party funding support for essential building and facility improvements. Proposal will require to be updated Croy Community Hub Repair paths and develop a community health resource. LDP Proposal submitted 13/12/22. Projects Seeking Approval- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Community Board LDP Programme 2021 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Play park upgrade, allotments, CCTV and path lighting phased approach TBC with Bogside Tenants and Residents Association TBC Year 3 priority Additional resource may be required Croy Community Hub Outdoor Community Space (Community Allotments / Grow your own) & repair or replacement of old paths. TBC Year 2 priority. Costings to be determined and community engagement required. Page 78 of 173
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Colzium Estate Up-grade Fountain Fountain Up- grade £10,000.00 Additional resource required to progress this. Project will likely move into a later year LDP Montrose Gardens Parking Parking £15,000.00 Year 4 Priority. Banton Parking Parking £20,000.00 Brought forward to Yr2 in place of Banton War memorial. Agreed at Board meeting Dec 22. Delviered via surfacing framework Kilsyth Heritage project Heritage project £20,000.00 Year 4 priority Fisher Avenue Parking Parking £15,000.00 Year 5 priority Rennie Rd project Initial contact made with group by CPO on 20/6/22 TBC Year 3 priority Banton War Memorial Replacement TBC with community groups TBC Removed – No longer required. Agreed at Board Meeting Dec 22. Kilsyth CCTV CCTV Installation which will include a camera at sports field and 3 other cameras covering Kilsyth £58,140 £22,000 Projects complete. Reported to Board Dec 22. Livingston Park Play Park Group Upgrading of facility Contact made by CPO on 20/6/22 TBC £130,000 Year 2 priority Scottish Government funding in place. Consultation Complete. Tender issued. Community Partnership Initiatives Funding to support partnership initiatives £1,500 Approved at Community Empowerment Committee Auchinstarry Play Area Development Contribution to overall cost of the creation of a Roman themed play area £5K £180K Project Complete Motherwell Projects Under development 2022 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Roman Road play area Play Area £50,000 Petition approved at June board. Feasibility and Page 79 of 173
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development work to be undertaken. Robert Burns Avenue, Newarthill Parking bays TBC TBC Further development work to be undertaken Projects Seeking Approval- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Community Board LDP Programme 2021 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Craigneuk Community Garden PB approved project in grounds of Berryhill PS £15,000 Complete Sannox Drive Play Area Replace Play Area £30,000.00 Works Complete Burnside Street Play Area Play area upgrade £10,000.00 Tender issued Newarthill Glenburn Ave. Parking Parking £10,000.00 Year 2 priority. Consultation completed Sept 22 Delivered via surfacing framework Community Safety CCTV Additional CCTV in locality in conjunction with Community Safety Partners £25,000 Year 2 priority. New Stevenston Play area Additional accessible play equipment £20,000 Year 2 priority. Contract awarded. The Loaning Motherwell Improvements to play area £20,000 £100,000 Year 2 priority. Tender issued Frood Street Play Area Replace existing play area £45,000 Complete Jan 2023 Community Partnership Initiatives Funding to support community partnership initiatives £10,000 Approved at Community Empowerment Committee. Sandy Beach Play Area (Strathclyde Park) Play area upgrade £120,000 Contract awarded. Project funding via Country Parks team. Northern Corridor Projects under development 2022 onwards - Page 80 of 173
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Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Stepps Cultural Centre Pathways Pathways £20,000.00 Year 2 priority. Additional consultation with Stepps PS and St. Joseph’s PS carried out Area under the management of the school Facility Manger. Request sent to establish feasibility. Auchinloch Community Council Auchinloch Village green Provide access to an outdoor green space £12,000 Project identified through Auchinloch Community Action Plan. Engagement for project completed. Consultation and surveys completed. Projects Team has met with group to consider feasibility. Potential costs implications have increased – now Year 3 priority. Auchinloch Community Council Recovery of Auchinloch to Stepps Right of Way (SS 97) to provide improved pedestrian access. £17,519.08 (50%) £17,519.08 (50%) Project identified through Auchinloch Community Action Plan. Engagement for project completed. Consultation and surveys completed. Community Partnership Team has met with group to consider feasibility. Permissions now confirmed – LDP external grant awarded Dec. ‘22. Matched funding confirmed. Note: Land not owned by NLC – consider third party contribution. Mollinsburn Entrance Feature Entrance Feature £13,000.00 Moved to Year 2 as further consultation required. Proposed site not on land owned by NLC. Projects Team progressing feasibility with site owner. Auchinloch Entrance feature Entrance Feature £12,000.00 (£4,430.00) Works completed. Moodiesburn Kelvin Drive Wheeled sports facility Wheeled sports facility £20,000 £52,000 Part of wider funding package. Year 2 engagement and consultation with delivery from April 2023. Cross Locality Heritage Project Idea to be consulted on in local community £25,000 Year 1-3 priority more consultation required. Project will now be delivered across 3 years. Page 81 of 173
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£3000 grant awarded to Northern Corridor Community Volunteers to support delivery of local heritage exhibition – currently taking place in Pivot CC, Moodiesburn. Potential £22,000 balance will remain allocated to Year 3 – additional information to be submitted re future stages. Stepps Running Track Running Track £15,000.00 Proposal now deleted. Replaced by a MUGA project at Frankfield Road, Cardowan (see below). Cardowan Area Funding to support local environmental projects £25,000 Proposal now deleted. Replaced by a MUGA project at Frankfield Road, Cardowan (see below). Frankfield Road, Cardowan MUGA project £40,000 Year 3 priority in partnership with Cardowan Community Meadow. Dunalistair Drive Play Area, Millerston Replace play area £60,000.00 £60,000 Year 2 priority. Tender issued (re- tender wit increase budget). Lochside Play Area, Gartcosh Refurbish play area TBC Year 3 priority. Car parking bays at Blades Court, Gartcosh Additional bays on grassed areas TBC Proposed additional car parking bays to relieve congestion issues. Feasibility of project being established. Car parking bays at Lochside, Gartcosh Additional bays on grassed areas TBC Proposed additional car parking bays to relieve congestion issues. Feasibility of project being established. Car parking bays at junction of Centre Street and The Oval, Glenboig Additional bays on grassed area TBC Proposed additional car parking bays to relieve congestion issues. Feasibility of project being established. Community Safety CCTV Additional CCTV in the locality in £15,000 Year 3 priority Page 82 of 173
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conjunction with community safety partners Community Partnership initiatives Funding to support community partnership initiatives £3,000 Approved at Community Empowerment Committee Projects Seeking Approval - None for this cycle Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Shotts Projects Under development 2022 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Muldron Terrace, Shotts Development of parking bays to reduce congestion TBC TBC Feasibility has shown scope for improvement work Projects Seeking Approval- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Community Board LDP Programme 2021 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Salsburgh Heritage Project PB approved project to establish local heritage group and features £20,000 Project complete but monitoring procedures are ongoing. Shotts Currieside Avenue PB approved project. Replacement of existing play area £30,000 Contract Awarded Harthill Scooter Track PB approved project (changed from play area/outdoor gym following consultation) £30,000 Work scheduled for April 2023 during school holiday. Page 83 of 173
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Stane Corner Parking Parking £30,000.00 Year 3 priority. Feasibility has shown limited scope for works in area. Recent site visit undertaken. Shotts Leisure Centre Outdoor Gym Outdoor gym £30,000.00 Year 5 priority Lochaber Road Parking Parking £50,000.00 Year 3/4 priority Community Safety CCTV Additional CCTV in the locality in conjunction with community safety partners £20,000 Year 2 priority - cameras being upgraded in Shotts town centre and new camera installed in Salsburgh. Torbothie Rd Shotts - Community Project Project ideas to be developed in conjunction with local community group £20,000 Year 2 – Project unviable however, plans are underway for NLC to develop a wildflower garden at the site. Hartwood Funding to support local play area refurbishment £15,000 Tender Issued Torbothie Rd Shotts Parking £20,000 Year 2 -Consultation complete. To be Deliverd via the surfacing framework. Community Partnership Initiatives Funding to support community partnership initiatives £2,000 Approved at Community Empowerment Committee Salsburgh Feature Lighting Project to install lighting on entrance features and war memorial £10,000 Approved at Community Board February 2022 Hareshaw Play Area Install additional item of equipment for older children £5,000 Tender issued Laggan Path Parking £10,000 Year 3 /4 project Approved at Community Board February 2022 Wishaw Projects Under development 2022 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Cambusnethan Play Park Creation of new play area in greenspace in Cambusnethan TBC Project identified through Made4Uin ML2 team. Newmains Bike Track or MUGA Clarification on project once survey findings received TBC Project proposals from Newmains Community Council – Meeting being Page 84 of 173
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planned with Community Council for end of January. Newmains Welcome Sign Creation of Welcome Sign TBC Project proposal from Newmains Community Council – Meeting being planned with Community Council for end of January. Parking Cleland Lack of parking at Crossgates Ave, Crosshill Dr & Fraser St TBC Project proposal raised by local community via Cllr Roarty – Site visit required. Projects Seeking Approval- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Community Board LDP Programme 2021 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Maxton Crescent Phase 2 parking £15,000.00 Year 2 priority subject to demand being evidenced. Consultation competed Sep 2022, Delivered via surfacing framework. Fir Place Play Area Replace Play area £40,000.00 Work complete Attercliffe Avenue Play Area Replace Play area £60,000.00 £35,000 Contract awarded Coltness Welcome sign Welcome sign £20,000.00 Year 2 priority – Initial consultation underway with Community Council, meeting confirmed 27th January. Belhaven Park Improvements - Dog Walk area Pathways, Lighting, Bins, etc £15,000.00 Year 4/5 priority. Initial evidence gathering underway. Proposal being developed along with Group (Participation Request received now changed to LDP) King George V Play area, Wishaw Replace Play area £100,000.00 £100,000 Year 3 priority – Consultation required. Kenilworth Avenue, Wishaw Memorial Plaque £5,000.00 Year 2 priority. Project amended to distance markers and memorial plaque. Reduced budget agreed at Board. - Investigations underway. Page 85 of 173
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Cleland MUGA Creation of New MUGA £70,000.00 Year 4/5 priority. location identified and existing assets in area require refurbishment. Additional funding required for project (approx. £50-70K) Cleland Public Park Refurb and extend play area £55,000.00 Tender issued North Dryburgh Road Additional Parking £30,000.00 Parking area completed. Investigating options to extend street lighting to cover this area. Lyman Drive Play Area Replace Play area – upgrade park £40,000.00 Year 3 priority Community Safety CCTV Additional CCTV in locality in conjunction with community safety partners £25,000 Year 2 priority – CCTV Application progressing for Beltane Park Newmains Play Area at Community Hub Improved play area facilities in conjunction with local community £175,000 Tender issued Path renewal Paths in Gowkthrapple TBC Propose deletion Funding to potentially support Christmas trees in communities Funding to be considered in conjunction with local community groups TBC Year 1 priority. Hold on list until all tree invoices received. Overtown Outdoor Gym £45,000 Year 2. Tender issued Community Partnership Initiatives Funding to support community partnership initiatives £10,000 Approved at Community Empowerment Committee Moto X Funding to support partnership initiative £0 Partnership agreement established between NLC and Police Scotland. Funding via Community Partnership initiatives above. Park Quadrant Parking Local parking improvements TBC Approved in Principle Community Board Feb 22. Consultation complete and project will progress. Delivered via Surfacing framework Parkside Play Area, Cleland Install new swing bay £5,000 Tender issued Page 86 of 173
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Appendix 2 Annual Total Community Board Airdrie Bellshill Coatbridge Kilsyth Motherwell Cumbernauld Northern Corridor Shotts Wishaw Year 1 310,140 220,140 260,280 58,140 292,140 257,580 127,440 85,860 202,140 Year 2 232,605 165,105 195,210 43,605 219,105 193,185 95,580 64,035 151,605 Year 3 232,605 165,105 195,210 43,605 219,105 193,185 95,580 64,035 151,605 Year 4 232,605 165,105 195,210 43,605 219,105 193,185 95,580 64,035 151,605 Year 5 232,605 165,105 195,210 43,605 219,105 193,185 95,580 64,035 151,605 Page 87 of 173
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Appendix 3 Play Area Development Update 2022/23 Community Board Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Airdrie Rawyards Park Play Area Improvements Additional play equipment £8,000 Complete Moffat View Play Area Replace existing play area £50,000 Contract Awarded Bellshill Baird’s Park - play facilities improvement Project Improving play facilities and equipment at an existing play area TBC Project under development – CPO to meet project proposer on 16th September for progressing project proposal form Douglas Dr/Kirklee Rd Play area project £70,000 Complete Rosevale Crescent/Calder Park MUGA project, Mossend Potential MUGA Facility £65,000 + additional external funding TBC Project proposal form and design are to be submitted shortly. Future project as external funding required. Warnock Crescent play area project Project to improve play equipment and facilities in an existing play park near Warnock Crescent, Bellshill. TBC Project approved in principle by board. Project proposal form and design brief have been submitted. Lilac Crescent Play Area Replace existing play area £25,000 £70,000 Developers contribution. Contract Awarded Coatbridge Greenend Wheeled Sports Area Play £30,000.00 Budget increase by £5,000. Tender awarded. Work delayed due to contractor issues and availability. Page 88 of 173
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Scarhill Street Play Area Upgrade Play Area £50,000.00 £100,000 Scottish Government Play Park renewal fund £20,000 Developers contribution. Contract Awarded Whifflet Park Skatepark £55,000 Budget increased by £15,000 to meet project brief. Contract awarded. Work delayed due to contractor issues and availability. Cumbernauld Millcroft Road Upgrade Play Area £80,000 Scottish Government Play Park renewal fund Tender due for January 2023 Braehead Road Upgrade Play Area £50,000 Scottish Government Play Park renewal fund Tender due for January 2023 Kilsyth Livingston Park Play Park Group Upgrading of facility Contact made with group TBC £100,000 Scottish Government Play Park renewal fund Year 2 priority Consultation complete. Tender due for January 2023 Auchinstary Quarry New destination play facility as part of Antonine Wall Project £10,000 £200,000 Heritage Lottery Funding Complete Motherwell Sannox Drive Play Area Replace Play Area £45,000.00 Complete Burnside Street Play Area Play area upgrade £10,000.00 Tender due for January 2023 New Stevenston Play area Additional accessible play equipment £20,000 Contract Awarded The Loaning Motherwell Improvements to play area £50,000 £100,000 Scottish Government Play Park renewal fund Tender due for January 2023 Frood Street Play Area Replace existing play area £30,000 Complete Sandy Beach, Strathclyde Park Replace existing play area £120,000 Country Parks funding. Contract Awarded Page 89 of 173
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Northern Corridor Moodiesburn Kelvin Drive Wheeled sports facility Wheeled sports facility £20,000 £52,000 Developers Contribution Year 2 engagement and consultation with delivery from April 2023. Dunalistair Drive Play Area Replace play area £120,000 Tender due for January 2023 Budget increased due to current market conditions Moor Park Play Area Replacement play area £170,000. Developers contribution and Hub delivery team contributions Works Complete Moor Park Pump Track New Pump Track £130,000 Hub delivery team contribution. Contract Awarded Shotts Shotts Currieside Avenue PB approved project. Replacement of existing play area £30,000 Contract Awarded Harthill Scooter Track PB approved project (changed from play area/outdoor gym following consultation) £30,000 Contract awarded. Work delayed due to contractor issues and availability. Hartwood Funding to support local play area refurbishment £15,000 Tender due for January 2023 Hareshaw Additional play equipment £5,000 Tender due for January 2023 Wishaw Fir Place Play Area Replace Play area £40,000.00 Works Complete Attercliffe Avenue Play Area Replace Play area £95,000.00 Contract Awarded Cleland Public Park Refurb and extend play area £50,000.00 Tender due for January 2023 Newmains Improved play area facilities £150,000 Tender due for January 2023 Page 90 of 173
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in conjunction with local community Overtown Outdoor Gym £45,000 Tender due for January 2023 Parkside Install new swing bay £5,000 Tender due for January 2023 Page 91 of 173
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref SP/LP/GS Date 14/12/22 Grants Awards Programme 2023/24 From Stephen Penman, Chief Officer, Strategic Communication and Engagement E-mail penmanste@northlan.gov.uk Telephone 07947997750 Executive Summary The purpose of this report is to provide the Communities Committee with details of applications submitted for funding from the Council’s Grant Award Programme (2023/24) for approval. The Grant Award Programme seeks to support community and voluntary organisations’ contribution toward achieving outcomes included in the Plan for North Lanarkshire. The guidance and criteria for the Grant Award Programme which reflect the priorities within the Plan for North Lanarkshire can be accessed here. The process for allocation of funding based on scoring is outlined within section 2 of this report. Recommendations It is recommended that the Communities Committee (1) approve the funding recommendations for the 2023-2024 grant awards programme as outlined in section 2.6 and Appendix 1 of this report; (2) Approve an allocation of £9,856 to ClubsportNL for their Service Level Agreement with the Council The Plan for North Lanarkshire Priority Enhance participation, capacity, and empowerment across our communities Ambition statement (20) Improve the involvement of communities in the decisions, and development of services and supports, that affect them AGENDA ITEM 9 Page 93 of 173
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1. Background 1.1 Funding Allocations – Grant Awards Programme 1.1.1 At its meeting on 20 August 2013, the former Learning and Leisure Services Committee approved the arrangements for the introduction of the Grant Awards Programme together with an associated scoring system against which all applications are assessed. 1.1.2 At its meeting on 2 March 2021 Council approved a budget which included the Grant Awards Programme. The overall budget available to support the 2022/23 programme is £570,955.00. This report assumes that a similar level of budget will be available for Grant Awards for 2023/24 and asks committee to approve allocations pending budget decisions. 2. Report Grant Awards Programme 2023/24 2.1 A total of 95 applications have been received for the 2023/24 programme, 39 of which are new applications to the programme. The total amount requested from Community Groups and organisations was £2,706,711.08 This is significantly higher than the anticipated available budget of £570,955.00 2.2 All applications have been assessed initially by council officers, then scored by a panel comprising of officers from Council Services and Voluntary Action North Lanarkshire, the Third Sector Interface. A scoring system, along with the findings from the initial assessment and ongoing monitoring for organisations already in receipt of Grant Awards informs the recommendations for award. The Grant Award application and assessment criteria can be accessed via this link. The criteria reflects the public sector equalities duties and the priorities within The Plan for North Lanarkshire: - • improve economic opportunities and outcomes; • support all children and young people to realise their full potential; • improve the health and wellbeing of our communities; and • enhance participation, capacity and empowerment across our communities. 2.3 Similar to last years process, a balance was sought between repeat funded organisations who are usually consistent in their approach in what they deliver against outcomes and first-time applicants and/or new organisations. 2.4 The allocation system and rationale applied in this instance works towards improving equity of consideration across all applicants. Allocation of grant awards for all applicant organisations is now be based on assessment of application, assessment, and monitoring reports (where appropriate). Whether or not an organisation has previously received funding from the Grant Award programme will now not be a consideration regarding whether they receive funding. Therefore, all organisations who scored between 1 and 5 have been recommended to receive a proportion of what they requested and all organisations who scored 6 or higher have been recommended to receive no award. 2.5 However, given the number of applications versus the available budget, there is a need to balance the requirements of new applicants with limiting the potential for impact on previously funded organisations as they transition to the new approach. Page 94 of 173
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Therefore, the application of one formula for allocation of funding across all applications would not be fair or proportionate throughout this transition period. Budget permitting recommendations for 2022/23 funding are based on: Applications from Currently Funded Organisations – (56 Applications) • Score of 1 to receive a standstill budget the same as 2022-23 (11 applications) • Score of 2 to receive a reduction of 1% compared to 2022-23 (26 applications) • Score of 3 to receive a reduction of 2% compared to 2022-23 (9 applications) • Score of 4 to receive a reduction of 3% compared to 2022-23 (1 application) • Score of 5 to receive the minimum fixed amount of £1,000 (4 applications) • Scores of 6 and above – Nil award (5 Applications) New Applicants – (39 Applications) • Scores of 1 to 4 to receive an award of 10% of request (11 Applications) • Score of 5 to receive the minimum fixed amount of £1,000 (3 Applications) • Scores of 6 and above – Nil award (25 Applications) 2.7 Award recommendations for 2023/24 are summarised in Appendix 1. 2.8 ClubsportNL 2.8.1 ClubsportNL is a North Lanarkshire wide organisation providing a’ one stop shop’ to support the voluntary sport sector. The following services are provided by ClubsportNL and monitored by the Council on an annual basis: - • the provision of small grants to member organisations in respect of development, competition and equipment; • the provision of financial support to talented athletes to compete at international competition via scholarships; • access, for members, to reduced cost transport; • free generic training opportunities for members, and • support for member organisations to improve their governance through the provision of information, advice, and training. 2.8.2 It is proposed that the Council allocate £9,856.00 to ClubsportNL. The service level specification will be reviewed for 2023/24. 2,8.3 The Service Level Agreement with Voluntary Action North Lanarkshire (VANL) is the subject of a separate report to committee. 3. Measures of success 3.1 Outcomes delivered by the Grant funded organisations meet those set out in their applications. 4. Supporting documentation 4.1 Appendix 1 – Discretionary Funding to Support Voluntary and Community Organisations – Annual Funding Recommendations 2023/24. Page 95 of 173
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Stephen Penman Chief Officer Strategic Communication and Engagement Page 96 of 173
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5. Impacts ( http://connect/report-template-guidance ) 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 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 have been discussed and agreed with Financial Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Details of Grant Award Programme applications assessed to date and recommendations, are listed in Appendix 2, awards will be met from the Council’s grant award programme revenue budget allocation for 2023/24. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? 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 have been discussed and agreed with Legal and Democratic Solutions? 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 97 of 173
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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 technology, has an assessment been carried out (or scheduled) 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 98 of 173
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Appendix 1 GRANT AWARDS PROGRAMME 2023-2024 DISCRETIONARY FUNDING TO SUPPORT VOLUNTARY AND COMMUNITY ORGANISATIONS – ANNUAL FUNDING RECOMMENDATIONS 2023-2024 Organisations currently funded Area or Locality 2022-23 Award 2023-2024 Request 2023 -2024 Recommendation African Collaboration Group Motherwell £7,500 £45,000 £7,500 Bazooka Arts NL Wide £4,786 £49,296 Nil Bellshill & Mossend YMCA Bellshill £13,196 £22,000 £13,064 Craigneuk Community Sports Trust Motherwell, Wishaw £2,900 £6,000 £2,842 Craigneuk Lifelong Learning Association Motherwell £17,990 £25,000 £17,810 Cumbernauld & Kilsyth Care Coatbridge, Kilsyth, Cumbernauld, Northern Corridor £8,623 £35,000 £8,451 Cumbernauld Action on Care of the Elderly (CACE) Cumbernauld, Kilsyth & Village, Northern Corridor £10,000 £50,000 £9,900 Cumbernauld Poverty Action Cumbernauld, Kilsyth & Village, Northern Corridor £2,012 £2,473 £2,012 Cumbernauld YMCA Airdrie, Cumbernauld, Northern Corridor £20,451 £27,575 £19,837 Deaf Services Lanarkshire NL Wide £3,835 £25,639.99 £3,797 Deafblind Scotland NL Wide £3,219 £4,974 £3,187 Elutheria (The Safety Zone) Coatbridge £11,677 £50,000 £11,677 Enable Scotland Cumbernauld £5,461 £50,000 £1,000 Ethnic Minorities Law Centre NL Wide £14,481 £33,000 Nil Focus Youth Project Bellshill £88,268 £88,268 £88,268 Garrion People Housing Co-op Wishaw £3,742 £8,800 £1,000 Getting Better Together Ltd Shotts £5,675 £26,630 £5,562 Glenboig Development Trust Northern Corridor £11,944 £32,424 £11,825 Glencassels Community Development Programme Motherwell £11,907 £40,526 £11,788 Page 99 of 173
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Organisations currently funded Area or Locality 2022-23 Award 2023-2024 Request 2023 -2024 Recommendation Jackson Youth Group Airdrie £1,000 £4,850 £1,000 Kilsyth Old Peoples Welfare Committee Kilsyth £1,000 £48,480 Nil Kirkshaws Neighbourhood Centre Coatbridge £46,000 £50,000 £46,000 LAMH Recycle Ltd Airdrie, Bellshill, Coatbridge, Motherwell, Wishaw. Shotts £8,754 £33,766 £1,000 Lanarkshire Community Food and Health Partnership NL Wide £10,582 £50,000 £10,582 Lanarkshire Deaf Club NL Wide £5,613 £25,000 £5,557 Lanarkshire Muslim Welfare Society NL Wide £5,499 £50,000 £1,000 Lanarkshire Rape Crisis Centre NL Wide £5,758 £12,875 £5,700 Lead Scotland NL Wide £24,294 £35,199.63 £24,051 MADE 4U in ML2 Wishaw £13,209 £39,977.62 £13,077 Moira Anderson Foundation Airdrie £2,073 £25,000 £2,052 North Lanarkshire Disability Access Panel NL Wide £1,000 £2,550 £1,000 North Lanarkshire Muslim Women and Family Alliance NL Wide £4,102 £20,000 £4,061 One Parent Families Scotland NL Wide £1,000 £49,000 £1,000 Parent Action for Safe Play Coatbridge £36,304 £50,000 £36,304 Parkinson’s Self Help (North Lanarkshire) NL Wide £5,888 £32,221 £5,829 PHEW Scotland NL Wide £3,331 £17,450 Nil Play and Learning Support (PALS) NL Wide £1,000 £4,000 £1,000 Ponies Help Children NL Wide £1,249 £22,000 £1,237 Radio Clyde Cash for Kids NL Wide £3,310 £8,666 £3,277 Reeltime Music NL Wide £9,219 £35,000 £9,035 Scottish Refugee Council NL Wide £4,958 £6,546 £4,908 Scottish Spina Bifida Association NL Wide £2,557 £7,500 £2,531 Page 100 of 173
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Organisations currently funded Area or Locality 2022-23 Award 2023-2024 Request 2023 -2024 Recommendation The Haven NL Wide £2,175 £5,000 £2,153 The Miracle Foundation NL Wide £10,000 £50,000 £9,900 Thorniewood Community Council Bellshill £2,055 £12,400 £2,034 Utheo Ltd Bellshill £43,613 £50,000 £43,177 Victim Support Scotland NL Wide £6,302 £14,982 £6,176 Viewpark Conservation Group Bellshill £2,475 £30,080 £2,450 Viewpark Family Centre Association Bellshill £18,320 £50,000 £18,320 VIP Arts & Sports Academy Bellshill £4,724 £50,000 £4,630 Total £488,561 New Applicants Area or Locality 2022-23 Award 2023-2024 Request 2023-2024 Recommendation Airdrie Baptist Church Airdrie N/A £50,000 Nil Airdrie Citizens Advice Bureau Airdrie N/A £41,246 £4,125 Bear Necessities Airdrie, Coatbridge Nil £25,000 £2,500 Befriend Motherwell Motherwell N/A £25,221 Nil Bellshill St Andrews United Free Church of Scotland Airdrie, Bellshill, Coatbridge, Motherwell, Northern Corridor, Shotts N/A £45,000 Nil Broadwood Boxing Club Cumbernauld N/A £19,350 £1,935 Cliftonville & Coatdyke Community Group Coatbridge Nil £26,000 £2,600 Community Action Newarthill Motherwell N/A £3,848 Nil Cornerstone House Centre Cumbernauld N/A £35,000 £3,500 Croy Community Hub Kilsyth N/A £45,000 £4,500 Cruse Bereavement Care Scotland NL Wide N/A £26,930 £2,693 Cumbernauld Alternative Network Cumbernauld N/A £41,000 £4,100 Page 101 of 173
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New Applicants Area or Locality 2022-23 Award 2023-2024 Request 2023-2024 Recommendation Cumbernauld Theatre Cumbernauld N/A £19,572 £1,957 Cumbernauld Village Community Council Cumbernauld N/A £38,000 £3,800 Dykehead Amateur Flute Band Shotts N/A £31,500 Nil Forgewood Housing Co- op Motherwell N/A £6,400 Nil Go Kids Performing Arts Airdrie, Motherwell, Wishaw, Shotts N/A £44,000 £4,400 Homestart NL Wide N/A £48,091 £4,809 Impact Arts Bellshill, Motherwell N/A £39,007 £1,000 Islamic Education Trust Cumbernauld Airdrie, Cumbernauld, Kilsyth N/A £50,000 Nil Kanokwai Judo Club Bellshill, Coatbridge Nil £5,500 £1,000 Kelly Academy of Irish Dance Airdrie N/A £4,117 Nil Lanarkshire Cancer Care Trust NL Wide Nil £10,000 £1,000 Lanarkshire Counselling & CBT Centre NL Wide N/A £50,000 £5,000 Lanarkshire Ethnic Minority Action Group (LEMAG) NL Wide N/A £2,000 Nil Longriggend Village Association Airdrie N/A £4,800 Nil Muirhouse and Flemington Community Council Motherwell N/A £50,000 Nil Mugstock Ltd Cumbernauld N/A £39,000 Nil New Opportunities Project Motherwell N/A £31,909 £3,191 People at Leisure Scotland (PALS) NL Wide N/A £9,256 Nil Sacred Heart Youth Zone Cumbernauld N/A £4,651.65 Nil Stepps Development Trust Northern Corridor N/A £19,746 Nil Take Heart for the Nations Cumbernauld, Kilsyth N/A £23,819 Nil The Conservation Volunteers Airdrie, Bellshill, Coatbridge, Kilsyth and Villages, Motherwell, Northern Corridor, Wishaw, Shotts N/A £45,525 Nil Page 102 of 173
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New Applicants Area or Locality 2022-23 Award 2023-2024 Request 2023-2024 Recommendation The Economic Forum for Women Empowerment in Scotland Motherwell N/A £10,000 Nil The Scottish Centre for Children with Motor Impairments Cumbernauld N/A £27,550.67 Nil The Well Foundation Airdrie, Bellshill, Coatbridge, Motherwell, Wishaw N/A £4,000 Nil Trash Music Project Ltd Cumbernauld N/A £16,500 Nil Ubuntu Scotland NL Wide N/A £45,500 £1,000 Volunteering Matters (Project Scotland Brand) NL Wide N/A £47,022 Nil Women Activeworks Society NL Wide N/A £5,000 Nil Total £53,110 Organisation Area or Locality 2022-23 Award 2023-2024 Recommendation Voluntary Action North Lanarkshire NL Wide + £24,982.50 uplift + £24,982.50 uplift to core allocation of £166,550. The subject of a separate report Clubsport NL NL Wide £9,856 £9,856 Page 103 of 173
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref SP/LP Date 06/02/23 Voluntary Action North Lanarkshire (VANL) Service Level Agreement 2023/24 From Stephen Penman, Chief Officer, Strategic Communication and Engagement E-mail penmanste@northlan.gov.uk Telephone 07947997750 Executive Summary Voluntary Action North Lanarkshire (VANL) is the third sector interface (TSI) organisation operating within North Lanarkshire. In a similar way to other local authority areas in Scotland, VANL operates as an umbrella organisation providing information, advice and support to the third sector (voluntary groups/organisations and volunteers). VANL also represents and facilitates representation from the third sector in community planning and partnership working. The strategic aims for VANL are to:- • maximise volunteering; • build the capacity of individuals and communities in North Lanarkshire; • develop the confidence of the voluntary sector; • develop confidence in the voluntary sector; and • develop the social and economic impact of the sector. The recommended level of funding for VANL for 2023/24 is £191,532.50 Recommendations It is recommended that the Communities Committee • Approve the proposed allocation of £191,532.50 as the level of funding for 2023/24 for VANL as set out in this report and previously approved by Community Empowerment Committee as part of the 3- year Service Level Agreement until March 2024 (Appendix 1) The Plan for North Lanarkshire Priority Enhance participation, capacity, and empowerment across our communities Ambition statement (20) Improve the involvement of communities in the decisions, and development of services and supports, that affect them AGENDA ITEM 10 Page 105 of 173
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1. Background 1.1 In May 2021 the previous Community Empowerment Committee approved the following three-year Funding Agreement with Voluntary Action North Lanarkshire (subject to annual review) incorporating an integrated Service Level Agreement to the value of £191.532.50 per annum. 2. Report Voluntary Action North Lanarkshire - Funding Agreement/Service Level Agreement 2023/24 2.1 VANL’s draft Service Level Agreement (SLA) and Funding Agreement is attached as Appendix 1. Committee will recall that from 2021/22 a three-year agreement was approved with reviews to be undertaken annually. An annual performance update from VANL will be reported separately to committee. Recognising the role of the organisation in supporting and coordinating activity that enhances the involvement and capacity of the community and voluntary sector the 2022/23 level of core funding for VANL of £191,550 is retained for 2023/24 2.2 The SLA covers: - • the role of VANL in supporting and delivering on strategic objectives and outcomes linked to the Plan for North Lanarkshire, with reference to, for example, implementation of the Framework for Working with Communities, supporting delivery of the requirements set out in the Community Empowerment (Scotland) Act 2015, representation and support for the community and voluntary sector and promotion of citizen involvement with a focus on supporting the development of the Community Boards; • VANL support for effective community engagement and positively contribute to outcomes linked to the Plan for North Lanarkshire; • The need for VANL to subscribe to joint working arrangements measured through the performance frameworks for the Plan for North Lanarkshire and those put in place to measure the effectiveness of community planning for example through the delivery of LOIP’s; • provision of support for effective communication and collaboration with and between local citizens and the community and voluntary sector and the statutory and private sectors The full outline of provisions is detailed in the SLA documentation included in Appendix 1 of this report 3. Measures of success 3.1 Outcomes delivered by VANL are set out in the SLA attached as appendix 1 Page 106 of 173
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4. Supporting documentation 4.1 Appendix 1 – VANL SLA 2023/24 Stephen Penman Chief Officer Strategic Communication and Engagement Page 107 of 173
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5. Impacts ( http://connect/report-template-guidance ) 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? An integrated Fairer Scotland Duty/EIA was completed at the outset of the development of the work to scope a model for supporting the voluntary sector and will be informed by further consultation as the overall approach develops. 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 have been discussed and agreed with Financial Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? £191.532.50 allocated from the Grant Award Programme budget aspreviously approved by committee. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? 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 have been discussed and agreed with Legal and Democratic Solutions? 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 Page 108 of 173
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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 technology, has an assessment been carried out (or scheduled) 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 109 of 173
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Service Level Agreement between North Lanarkshire Council and Voluntary Action North Lanarkshire Core Funding April 2021- March 2024 (with annual review) Page 110 of 173
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Contents 1. Purpose and Duration of Agreement 2. Service Specification 3. Core Funding 4. Conditions of Funding Appendix One: Voluntary Action North Lanarkshire Appendix Two: Support Needs of North Lanarkshire’s Community and Voluntary Sector: Findings from 2019 and 2020 surveys Appendix Three: Rationale and Context Appendix Four: Plan for North Lanarkshire Ambitions and Contribution of Community and Voluntary Sector and VANL Appendix Five: VANL Resources Page 111 of 173
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1. Purpose and Duration of Agreement 1.1 This Service Level Agreement (SLA) between North Lanarkshire Council (NLC) sets out the services to be provided by Voluntary Action North Lanarkshire (VANL) which is the Third Sector Interface (TSI) for North Lanarkshire. 1.2 Performance against the service specification will be reviewed annually in February with the detail of the work set out in Appendix 3 updated as required. 1.3 The expectation is that, subject to satisfactory performance and the availability of funding, VANL will receive funding to deliver its obligations under this agreement until March 2024 after which a new three-year agreement will be considered. 2. Service Specification (see Appendix 3 for detailed activities mapped against Plan for North Lanarkshire) VANL will support a green and inclusive recovery from the COVID-19 pandemic in NL by assisting with delivery of the Plan for North Lanarkshire and the Framework for Working with Communities. VANL will achieve this through collaborative working with community and voluntary organisations, NLC and other NLP partners to support the following. VANL delivers the following services supported by core funding from NLC (and also supported by core funding from Scottish Government Third Sector Unit). 2.1 Development and support for the nine Community Boards and associated community engagement activities to support development and delivery of the 9 local Outcome Improvement Plans (LOIP’s) 2.2 Action on NLP and NLC priority themes including climate emergency; digital inclusion; tackling poverty; mental health and wellbeing 2.3 Assisting the NL Community and Voluntary Sector (CVS) (including social enterprises) to support delivery of the Plan for North Lanarkshire through: • assessing CVS needs, priorities and challenges, • providing capacity building and funding support- working with NLC colleagues and others • helping the CVS to assess their contribution and impact more effectively • facilitating CVS voice and influence through community planning and other partnerships • supporting wider understanding and appreciation of the role and contribution of the CVS. 2.4 Developing and supporting volunteering across NL in collaboration with the CVS and NLP partners – to strengthen the contribution of volunteers to delivering the Plan for North Lanarkshire. 3. NLC Core Funding for VANL 3.1 Core NLC funding for VANL from NLC for 2023-24 will be £191,532.50 Page 112 of 173
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3.2 This core funding is or may be supplemented by additional project funding agreed on a case-by-case basis from NLC. (See Appendix Five.) 3.3 VANL will be able to book NLC facilities free of charge for its meetings and events. 3.4 It is expected that subject to satisfactory performance and availability of resources, the above funding for VANL will continue until March 2024 with annual review. If a reduction in this funding, VANL shall be advised at the earliest opportunity (at least 90 days’ notice) and this service specification will be adapted accordingly. Page 113 of 173
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4. Conditions 4.1 General Conditions 4.1.1 The Council’s liability shall be to make payment of the funding to the organisation. All other liabilities or claims are the responsibility of the organisation. 4.1.2 The Council is responsible for ensuring that any funding provided is correctly used and so payment of any monies will be made by the Council in terms of the conditions listed within this document. 4.1.3 The Council will inform the funded organisation of any changes in funding regulations that may have a bearing on any financial support offered or any of the funded activities. 4.1.4 Voluntary Action North Lanarkshire undertakes and agrees to adhere to the conditions within this document and further conditions as provided for by the council. 4.1.5 The funding provided may only be used for the purpose (or purposes) specified within this document and any unused grant should be returned to the Council. 4.1.6 Voluntary Action North Lanarkshire shall notify the council immediately of any material change to the organisation or to the activities and/or services provided including any change to the office bearers and any changes of address of existing office bearers. 4.1.7 Voluntary Action North Lanarkshire has a responsibility to report any suspicions of impropriety, fraud and irregularity to the council as soon as they come to light. Organisations should not wait for the outcome of investigations before reporting such matters. Any suspicions should be made known to the council. Failure to do so may be considered a breach of the conditions of funding. 4.1.8 In entering this agreement, it is understood that anyone convicted of fraud should not stand as an office bearer for the organisation. The council should be notified immediately if this is not the case or if this changes at some point during the funding period. 4.1.9 Voluntary Action North Lanarkshire undertakes to inform the council if at any time the intention is to dissolve the organisation or if it has not held a management meeting for six months. 4.1.10 In the case of dissolution, the organisation must ensure that the procedures laid down within its constitution are complied with and that the council are informed in advance of any meetings held to action or discuss dissolution of the organisation. The organisation undertakes to return to the council any unspent grant monies and/or movable items purchased through grant monies. 4.1.11 The funding from the council to the organisation is dependent upon successful progress towards achieving the agreed outcomes and performance measures. Any unused grant should be returned to the Council. Page 114 of 173
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4.1.12 The project must be free of any political bias and must not involve political campaigning. 4.1.13 The construction, validity, performance and all other matters arising out of and in connection with these conditions of funding shall be governed by the Laws of Scotland. 5.2 Compliance with Statutory Requirements 5.2.1 The provision of funding from the council is conditional on compliance with any current legislation governing the conduct of the organisation in receipt of funding including: - - The Companies Act 2006 (for incorporated bodies); - The Charities and Trustee Investment (Scotland) Act 2005 and The Charities Accounts (Scotland) Regulations 2006 (for registered charities); - The General Data Protection Regulation 2018 (for anyone holding personal data), and - Protecting vulnerable Groups (Scotland) Act 2007 (for anyone working with children or vulnerable adults). 5.2.2 The Equality Act 2010: Public Sector Equality Duty - although the onus of this Act is on public bodies, the Council requires that the organisations it funds should also pay due regard to the General Duty it outlines by noting the need to: - - Eliminate unlawful discrimination, harassment and victimisation and other prohibited conduct; - Advance equality of opportunity between people who share a relevant protected characteristic and those who do not, and - Foster good relations between people who share a protected characteristic and those who do not. 5.3 Operational Procedures 5.3.1 Conflict of interest - in making decisions which involve public money (which council funding is) it is imperative that all decisions are made in the public interest (and are seen to be made in the public interest) and not in the interests of any individual. All members of the organisation’s management group should declare any relevant personal interests that they have before any discussion takes place on a subject. Having done so they should take no part in the discussions and should have no influence on the decisions made, and this should be recorded in the minutes of the meeting. Individuals should be regarded as having an interest (financial or otherwise) in an activity or in the provision of an activity if: - - Any spouse, partner or close relative has an interest in it; - Any company of which he or she is a director, substantial shareholder or employee has an interest in it, or - Any organisation of which he or she is a management committee member, trustee, employee, voluntary worker or elected representative has an interest in it. - Complaints - the funded organisation shall provide and maintain a complaints procedure acceptable to the council and a copy of this shall be available to people Page 115 of 173
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using the activity. In accordance with its own complaints procedure the organisation will maintain a complaint register which will be made available to council officers on request. 5.3.2 Employee Procedures - funded organisations and groups are required to recruit, employ and manage staff in a manner which is in line with their own equal opportunities policy and does not support any activity which is discriminatory. 5.3.3 Governance - in entering into this agreement the council expects the funded organisation to comply with relevant and current proper management procedures for voluntary organisations. 5.3.4 Insurance cover – Voluntary Action North Lanarkshire undertakes to properly insure all items and activities undertaken by this organisation. It further undertakes to indemnify the council from all costs and liability arising from its activities and from all claims at the instance of third parties which would not have arisen had this agreement not been entered into. Page 116 of 173
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5.3.5 Purchasing principles - all purchases, equipment and/or services paid for through council funding must remain under the ownership of the funded organisation and backed up with receipts. The organisation may be asked to submit these receipts as proof of expenditure and so should retain these for at least 2 years along with all financial records relating to the council funding and its subsequent expenditure. These financial records and any equipment purchased should be made available for inspection by Council Officers if requested. Procurement should be through open competition unless there are exceptional and convincing reasons to the contrary. Goods and services should be selected on the basis of value for money. A minimum of 3 tenders/quotations are required and sealed bid procedures should be used for all purchases in excess of £10,000 and for any lower-value, but potentially contentious purchases. 5.4 Ownership of Assets 5.4.1 Unless otherwise agreed with the council, all land, buildings and moveable property with a value of £50,000 or more purchased with the aid of a council grant shall be owned by the council and shall not be disposed of during the funding period of the activity without consent of the council. In some cases, for example if the activity terminates prematurely, approval of the council to dispose of the assets will be required, and income from the disposal may need to be returned to North Lanarkshire Council. Where the ownership of such assets is not to rest with the council, then the approval of the council is required before they are purchased. 5.4.2 Where land, buildings and moveable assets purchased with the aid of a council grant is worth less than £50,000, it is for the council to decide who should own the asset. If the ownership is to rest with someone other than the council, then it is the funded organisations responsibility to take steps to ensure that full value for money is achieved in the management of the assets in question and in realising the full value of all surplus assets. Page 117 of 173
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5.5 Termination of Agreement The council may terminate or suspend the grant funding if any of the following events occur: - The discovery of financial irregularities within the organisation - The discovery that the applicant organisation or its representatives have made material misrepresentations in the funding process - Failure to comply with council monitoring and evaluation processes - Use of grant funding for non-approved purposes - Insolvency of the applicant organisation - Material breach of these conditions. Page 118 of 173
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Signatories to the Service Level Agreement Signed on behalf of Voluntary Action North Lanarkshire … …………………… …………………. Date Signed on behalf of North Lanarkshire Council Community Partnership Team ……………………………………….. … Date Page 119 of 173
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Appendix One: Voluntary Action North Lanarkshire 1. Introduction VANL is the recognised support organisation for the Community and Voluntary sector in North Lanarkshire [also known as a “Third Sector Interface” (TSI)] with formal recognition by the Scottish Government. VANL is: • The recognised support organisation for the NL CVS as a whole VANL provides essential capacity building and other support to community and voluntary organisations across North Lanarkshire. There are an estimated 1,500 diverse community and voluntary organisations in NL ranging from small community groups supported only by volunteers; registered charities of differing sizes, many with staff and volunteers; social enterprises including housing associations and co- operatives. • The lead volunteering support organisation in NL Thousands of local people of all ages volunteer across NL each year, providing support to local people and communities. VANL promotes volunteering to help increase the numbers of volunteers in NL; supports volunteer-involving organisations; and supports matching of volunteers to volunteer roles. VANL also convenes the NL Volunteering Partnership to support cross-sector collaboration to strengthen volunteering, including employer-supported volunteering. • A community planning partner on behalf of the NL CVS VANL supports CVS engagement in all aspects of community planning, including Community Boards, Strategic Leadership Board. VANL also supports CVS contribution to the Plan for North Lanarkshire. VANL’s charitable objectives, vision, mission, values, strategic objectives and outcomes – which are set out below and are the basis of our Strategic Plan for 2021-24 - support delivery of the Plan for North Lanarkshire’s ambitions. (Please see Appendix 3.) 2. Charitable objectives • Advance citizenship and community development, including rural and urban regeneration, the promotion of civic responsibility and the voluntary sector and the effectiveness of charitable/voluntary/community organisations. • Strive to promote benefits for the residents of North Lanarkshire; in particular, the advancement of education, the furtherance of health and the relief of poverty, sickness and distress by the promotion of voluntary service and developing volunteering within the local area. 3. Vision and Mission 3.1 VANL’s vision is a thriving and effective community and voluntary sector in North Lanarkshire which supports local people’s quality of life and well-being Page 120 of 173
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3.2 VANL’s Mission is to: improve the quality of life and wellbeing of North Lanarkshire’s citizens by fostering dynamic, inclusive communities through promotion and support for volunteering and the development of the voluntary and community sector. 4. Values VANL is a values-based organisation. Our approach to and delivery of our work is underpinned by our commitment to the following values. 4.1 Sustainable Quality of Life and Well-being VANL promotes and supports sustainable quality of life and well-being of North Lanarkshire’s people and communities, across environmental, economic and social issues. Page 121 of 173
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4.2 Equality and Human Rights VANL promotes and advances equality and human rights for the people of North Lanarkshire. 4.3 Empowerment VANL supports local people, communities and voluntary organisations to have voice and influence over the issues that matter to them, including the economy, jobs and income; housing; health and care services; transport; and the built and natural environment. 4.4 Collaboration and Partnership VANL is committed to working effectively with other organisations and individuals from all sectors to achieve shared goals which benefit the people and communities of North Lanarkshire. 4.5 Respect and Care for Others VANL shows and fosters respect and consideration for the people and communities of North Lanarkshire; the community and voluntary sector; our statutory and business partners; and all those that work for and with VANL. 4.6 Commitment to Excellence VANL is committed to enabling a culture of learning, improvement and innovation within VANL, the community and voluntary sector and the partnerships of which we are part - seeking to deliver high standards of work and achieve positive outcomes. Page 122 of 173
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4. Strategic Objectives and Outcomes 4.1 Funding and Resources for the North Lanarkshire Community and Voluntary Sector Strategic Objective: VANL will work with the community and voluntary sector to clarify, communicate and fulfil their resource requirements to enable them to respond to local need more effectively. Specifically, VANL will: • support North Lanarkshire community and voluntary sector organisations to diversify their income sources, including grant funding from sources outside North Lanarkshire; public fundraising; corporate sponsorship; and trading • promote citizens’ involvement in their community through volunteering • promote employer-supported volunteering • work with North Lanarkshire community and voluntary sector and statutory sector to develop improved support for the community and voluntary sector paid and volunteer workforce • work with North Lanarkshire Council, other statutory partners and the community and voluntary sector to review local grant funding, procurement and access to community resources to identify and progress improvements. Y Outcomes: • North Lanarkshire community and voluntary organisations have improved understanding of current and future funding opportunities and community resources due to the assistance provided by VANL. • North Lanarkshire community and voluntary sector paid workforce is better supported and feel more valued due to the support provided by VANL. • More employers in North Lanarkshire support employee volunteering due to the work of VANL. • Volunteering involving organisations feel better supported to recruit and support effective volunteers due to the support provided by VANL. 4.2 Guidance and Training for the North Lanarkshire Community and Voluntary Sector Strategic Objective: VANL will provide and facilitate provision of guidance, support and training to NL’s community and voluntary sector so they are more able to respond to local needs effectively and evidence their contribution and impact. Page 123 of 173
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Outcome: North Lanarkshire community and voluntary organisations have greater confidence in their ability and capacity to deliver their work effectively and assess their contribution and impact due to the guidance and assistance provided by VANL. 4.3 Effective Communication and Collaboration Strategic Objective: VANL will support effective communication and collaboration with and between local citizens and the community and voluntary sector and the statutory and private sectors. Achievement of this objective will be facilitated through: • information sharing and consultation – online and through events • community and voluntary sector networks and fora, including Community Boards • cross-sector partnerships • “co-production” (design, planning and delivery) of specific activities, interventions, programmes and projects, involving citizens, community and voluntary, statutory and private sector organisations. Page 124 of 173
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4.4 Effective Engagement and Influence of the North Lanarkshire Community and Voluntary Sector Strategic Objectives: • VANL will support effective engagement and positive influence of the North Lanarkshire’s community and voluntary sector over the North Lanarkshire Partnership’s “Plan for North Lanarkshire” and the linked strategies and policies which support delivery of the Plan’s five high-level ambitions: o Improve economic opportunities and outcomes. o Support all children and young people to realise their full potential. o Improve the health and wellbeing of our communities. o Improve the ability, participation, and empowerment of our communities. o Improve North Lanarkshire’s resource base. • VANL will support North Lanarkshire’s community and voluntary sector to evaluate and report on how they contribute to achievement of the five ambitions of the Plan for North Lanarkshire. (Please see supporting document presented separately in Appendix Three.) Outcomes for 4.3 and 4.4: • VANL’s assistance has helped to improve cross-sector understanding and appreciation of the role and contribution of North Lanarkshire’s community and voluntary sector and volunteering. • Key stakeholders in the CVS and statutory sectors consider that VANL has helped to improve collaboration between the CVS and statutory sectors especially in relation to key partnerships: o the North Lanarkshire Partnership o Children’s Services Partnership o Health and Social Care North Lanarkshire. • Assistance from VANL has improved the capacity of the CVS to demonstrate their contribution to achievement of the Plan for North Lanarkshire. 5. Performance and Impact VANL is committed to being an effective organisation, delivering work of high quality which seeks to achieve desired outcomes. This commitment is facilitated through sound leadership, financial and people management, monitoring and evaluation, learning and continuous improvement arrangements. VANL is an accredited Investors in People organisation, achieving gold level recognition in its most recent accreditation in 2021 with feedback that we were close to a Platinum level accreditation, which is the highest level an organisation can reach. VANL expects to achieve platinum by 2023. Page 125 of 173
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VANL’s approach to being an effective organisation is informed by guidance in two performance frameworks for non-profit organisations: • the UK Charity Excellence Framework • and the Scottish Lasting Difference Framework • During 2022, VANL also assessed committed to assessing its performance against the Charity Excellence Quality Mark VANL staff capture and review relevant performance data including relevant activity data (inputs and outputs) and outcomes as set out above. (VANL’s outcomes also relate to the Scottish Government outcomes for Third Sector Interfaces.) VANL will provide North Lanarkshire Council with six-month interim progress reports in autumn each year, focussing on activities and a 12-month Impact and Learning report in summer each year, which will include activity and outcome data. VANL will also communicate its progress and achievements more widely. Page 126 of 173
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Appendix Two: Support Needs of North Lanarkshire Community and Voluntary Sector: Findings from 2019 and 2020 VANL identifies NL’s community and voluntary sector support needs and priorities through ongoing engagement and regular consultation with the NL CVS, which informs both the NL CVS Strategy and VANL’s linked Strategic Plan. The service specification set out in this agreement is informed by VANL’s consultations with the NL CVS during spring 2019 and summer 2020, with the 2020 consultation focussed on COVID 19 experience and recovery support needs. (Findings from our spring 2021 survey will be available by June 2021.) Both 2019 and 2020 consultations involved online surveys. The 2019 survey had just under 130 responses with the 2020 survey just under 160. The 2019 consultation was also supported by discussion at six locality meetings involving over 100 participants. As a result of these consultations, the following needs and priorities were identified. 1. Improved funding and resources • Grant funding levels for the community and voluntary sector need to reflect real costs of delivery and funding awards should be for at least three years. • More support is needed to help the community and voluntary sector secure income from other sources. • The community and voluntary sector’s workforce need better terms and conditions and improved workplace wellbeing support. • The voluntary workforce needs to be strengthened. • The community and voluntary sector need access to affordable or free community venues. 2. Improved guidance and training North Lanarkshire’s CVS need continuing provision of guidance and training on organisational development and other issues including: • strategy and planning • income generation • partnership working, communications and influencing • community engagement • ICT/digital • leadership and governance • innovation, improvement and evaluation • people management • workplace wellbeing and health and safety • equality, human rights and public protection • understanding of key population groups and key issues such as poverty, mental health etc. 3. Effective participation, voice and influence Page 127 of 173
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The community and voluntary sector must be treated as equal and respected partners within North Lanarkshire’s community planning partnership – North Lanarkshire Partnership (NLP) – and other linked partnerships such as Children’s Services Partnership and Health and Social Care North Lanarkshire, with more collaborative and co-production approaches. 4.Improved communication There needs to be more effective and accessible communication between the CVS, VANL and statutory organisations, including more opportunities to be updated and consulted; provide feedback; share good practice and explore and resolve challenges. 5. Improved recognition and understanding The achievements and benefits of volunteering and the CVS sector need to be celebrated within the sector and promoted more effectively across North Lanarkshire’s statutory sector and to the public. Appendix Three: Rationale and Context 1. Rationale 1.1 Empowered and engaged citizens – local people - are vital to healthy societies and democracy and to a thriving community and voluntary sector given they: • have the right to contribute to discussion and decisions about public policy and services through voting and ongoing engagement through appropriate processes and forums, such as community planning • pay for public and community and voluntary sector services through taxation and donations • rely on public and community and voluntary sector services for their quality of life and well being • contribute to their communities through volunteering • provide most of the care for children and young people, for disabled people, older adults and others needing support. 1.2. The community and voluntary sector in North Lanarkshire is diverse and includes: • local community groups, many run entirely by volunteers, often with little funding and often not registered as a charity Page 128 of 173
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• small, medium and larger charities, some of which are local branches of national charities, usually employing staff and assisted by volunteers and relying on regular and adequate funding, some of which may come from trading – one of NL’s largest charities is New College Lanarkshire • social enterprises – that is not-for-profit businesses providing a socially useful products and/or services, for example housing associations and co-operatives 1.3. A vibrant, dynamic and effective CVS in North Lanarkshire is vital as it makes essential and valued contributions to people lives and society by: • providing support and services to local people that protect and promote quality of life and well-being, including: o cultural activities – for example community arts’ activities o digital inclusion support through training and access to devices and data o employability and financial inclusion support - including training for employment; money advice through CABs and community advice centres; affordable credit through credit unions o housing provision and support for homeless people o social care and support, including advocacy; befriending; community transport; food support; home and personal care; therapeutic and recovery support for people with mental health and addiction problems o healthy living support including nutrition and physical activity o learning provision including adult education o social and sporting activities through groups for children, young people and adults of all ages • protecting the natural environment, including greening and conservation initiatives and action to reduce carbon emissions. • providing employment and volunteering opportunities for local people. • contributing to public discussion and decisions about local communities and public policies and services. 1.4. The community and voluntary sector in North Lanarkshire benefits from the guidance and support provided by VANL, which helps them to: • secure funding • lead, govern and manage their organisations well and achieve their goals more effectively • understand and influence improvements to local public strategies, polices and services • collaborate with each other and with the public and private sector to achieve more Page 129 of 173
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2. Context 2.1 North Lanarkshire 2.1.1 North Lanarkshire is the fourth largest local authority area in Scotland with a population of nearly 340,000. NL has many deprived communities - with 63 localities in the top 10% of areas of multiple deprivation in Scotland – resulting in significant health inequalities, including premature death and long-term health problems. The COVID 19 pandemic has added to these significant health challenges, with risk of contracting the virus, experiencing more severe illness and even death greater in deprived communities. 2.1.2 Pressure on public sector budgets since 2008 has led to reductions in overall expenditure on public services and reduced funding for the community and voluntary sector from the public sector. These pressures have increased due to the COVID-19 Pandemic. 2.1.3 Despite these significant challenges, there is a strong commitment by the public and community and voluntary sectors in North Lanarkshire to work together effectively to improve quality of life, well-being and equality for residents, utilising North Lanarkshire’s assets which include the following. • A strategic location in central Scotland with good transport links, affordable land and housing, providing a prime location for local businesses and people and for businesses and people wishing to relocate. • Excellent employability support, helping local people find work. • Access to valued green and leisure resources, including Strathclyde Country Park, Kilsyth Hills and the Forth and Clyde Canal. • Many excellent public services, despite financial pressures. • Continuing – albeit reduced - funding of North Lanarkshire’s community and voluntary sector through grants and service contracts from North Lanarkshire Council and Health and Social Care North Lanarkshire Partnership and continuing funding for Voluntary Action North Lanarkshire through core and programme funding. • A rich and diverse community and voluntary sector providing valued support and services to local people – VANL currently has over 1,700 active community and voluntary organisations on its database. VANL will review and update this data annually. • A strong volunteering culture: o the Scottish Household Survey 2016 -17 reported that 27% of adults in North Lanarkshire (about 75,000 people) volunteered formally through an Page 130 of 173
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organisation or group, contributing 7 million hours of formal volunteering, equating to £102 million to the local economy o during 2019-20 for example, VANL processed 1,373 Saltire Award certificates. 2.1.4 The “Plan for North Lanarkshire” (PforNL) was launched to the community and voluntary sector at its annual conference on the 4th of June 2019. The PforNL is a high-level strategic plan for all community planning partners in NL including NLC; NHS Lanarkshire; Police Scotland; Fire and Rescue Scotland; Scottish Enterprise; New College Lanarkshire; and VANL on behalf of the wider community and voluntary sector. 2.1.5 The PforNL has the following five high-level ambitions, which provide a framework for improving lives of the residents. • Improve economic opportunities and outcomes. • Support all children and young people to realise their full potential. • Improve the health and wellbeing of our communities. • Improve the ability, participation, and empowerment of our communities. • Improve North Lanarkshire’s resource base. Appendix Four provides an overview of the contribution of NL’s Community and Voluntary Sector and VANL to these ambitions and VANL’s contribution 2.2 National Context The national Scottish context for NL’s community and voluntary sector and VANL includes a wide range of positive and supportive policies and resources such as: • policy and resources to support the COVID-19 pandemic response and recovery • The National Performance Framework (NPF), which includes commitments to inclusive and sustainable economic growth, human rights and equality and empowered people and communities. • endorsement of the United Nations Sustainable Development Goals, which focus on eliminating poverty, protecting bio-diversity and the natural world and tackling climate change • climate change legislation and Climate Action Plan with requirements for Scotland to achieve net-zero carbon emissions by 2045 and support an inclusive and green recovery from COVID-19 • a cross-government commitment to the protection of and promotion of human rights and equality, underpinned by Scottish, UK and international law Page 131 of 173
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• the Community Empowerment (Scotland) Act 2015 which supports active citizenship through the right for communities to own assets, participatory budgeting and involvement in community planning. • local governance review • integration of health and social care • Scottish Government funding and support for Third Sector Interfaces (TSIs). (VANL is the TSI for North Lanarkshire and receives funding from the Scottish Government to support this role.) • a national social enterprise strategy which promotes growth of local, community based and led social enterprises. Page 132 of 173
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Appendix Four: Plan for North Lanarkshire Ambitions and Contribution of Community and Voluntary Sector and VANL Plan for NL Ambitions NL Community and Voluntary Sector Contribution VANL Contribution 1. Improve economic opportunities and outcomes 1.1 Ensure a housing mix that supports social inclusion and economic growth • Social housing provision (Housing Assoc. and Co-ops) • Tenant and Resident empowerment • Housing support (housing with social care) • Housing and money advice (CABs/NL Advice and Information Network) • VANL has an indirect role in supporting housing issues through our joint working with NLC and NHS Health Improvement staff to facilitate community engagement in the development of 9 Local Outcome Improvement Plans (LOIPs), which will include housing issues. • VANL already has links with CVS organisations providing social housing; housing support; and housing and money advice, including support for homeless people. VANL encourages housing-related CVS organisations to contribute more to: o the NL-wide CVS Partnership Group o and NL-wide CVS networks such as the Children, Young People and Families Network, Climate Emergency Network and Mental Health and Wellbeing Network. Page 133 of 173
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Plan for NL Ambitions NL Community and Voluntary Sector Contribution VANL Contribution (Also see all other sections) 1.2 Refocus our town centres and communities to be multi- functional connected places which maximise social, economic, and environmental opportunities • Participating in 9 Community Boards. • Supporting development and delivery of 9 Local Outcome Improvement Plans (LOIPs) • Running community centres and facilities, with growing interest in asset transfer. • Providing services through community and voluntary groups and forums. • Providing employment and supporting volunteering. • Providing community transport and advocating for improved public transport in NL. • Promoting and protecting green space and nature conservation. NLP - Community Planning • VANL staff work closely with NLC staff and NHS Lanarkshire Health Improvement staff through joint working arrangements to support the 9 Community Boards and development and delivery of 9 LOIPs. • VANL’s staff will work with local CVS and NLC to support asset transfer. • CEO plays the lead role in facilitating development and delivery of NLP’s Strategic Leadership Board’s (SLB) Climate Action Plan – “ACT Now” - working with partners, VANL’s staff, NL CVS and local communities. The focus of ACT Now is to support an inclusive and green recovery from C19. NL Community and Voluntary Sector (CVS) • VANL staff support community and voluntary groups in each of the 9 community planning localities and across NL to help them support community regeneration and improvements by providing guidance and training on a wide range of “organisational development” issues including funding, governance, ICT and HR. • VANL also supports development of Social Enterprise in NL through active contributions to the NL cross-sector Social Enterprise Strategy Group convened by NLC’s Enterprise Team; support for CVS organisations wishing to develop trading activities; and support for the NL Social Enterprise Network. • VANL convenes, co-ordinates and supports the NL CVS Employability Network, which supports CVS organisations providing employability support in NL to share information, provide peer support, develop joint initiatives and influence local and national policy. • VANL has partnered with Routes to Work to support a NL CVS Kickstart consortia scheme to assist youth employment. Also see section 5.3 on volunteering workforce. Page 134 of 173
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Plan for NL Ambitions NL Community and Voluntary Sector Contribution VANL Contribution (Also see all other sections) 1.3 Maximise the use of our marketable land and assets through improved development in business and industrial infrastructure 1.4 1.5 Market and promote North Lanarkshire as the place to live, learn, work, invest, and visit n/a n/a 1.5 Grow and improve the sustainability and diversity of North Lanarkshire’s economy Current: • Employability and inclusive employment • Provision of services and goods, including social enterprises From early 2021: • Promotion of and contribution to inclusive and green economic development to support implementation of the ACT Now plan. See section 1.2. Page 135 of 173
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Plan for NL Ambitions NL Community and Voluntary Sector Contribution VANL Contribution (Also see sections 1.2 and 2.) 2. Support all children and young people to realise their full potential. 2.1 Raise attainment and skills for learning, life, and work to enhance opportunities and choices. 2.2 Enhance collaborative working to maximise support and ensure all our children and young people are included, supported, and safe. 2.3 Engage children and families in early learning and childcare programmes and making positive transitions to school. 2.4 Invest in early interventions, positive transitions, and preventative approaches to improve outcomes for children and young people. 2.5 Engage with children, young people, parents, carers, and families to help all children and young people reach their full potential. • Provision of support to children, young people and families through activities such as: o Befriending and mentoring o Child-care and play groups o Food support, including emergency food; cooking skills; nutritional advice o Mental health support o Money advice and affordable credit o Parenting and family support o Physical activity/sports o Social housing and housing support o Children’s clubs and youth groups • Contribution to partnership working for children, young people and families through Children Services Partnership Task Groups and locality work, including working with and through NLC’s Education and Families Dept, including school clusters. This includes supporting development, delivery and evaluation of: o enrichment activities for second year pupils o community-based support for CYP mental health • VANL’s CEO is a member of the Children Services Partnership Board and linked Improving Children’s Services Group supported by other CVS engagement through members of the NL CVS Children, Young People (CYPF) and Families Network. This supports CVS contribution to Children Services Planning and delivery. • VANL receives project funding through HSCNL Community Solutions programme to employ a specialist CYPF Development officer who: o convenes, co-ordinates and supports the NL CVS CYPF Network which supports members to share information, provide peer support, develop joint work and influence local policy and practice o supports network members to work together and with the statutory sector on key issues, including C19 response; children’s rights; child mental health; child poverty; child protection; infant nutrition; family support. • VANL’s CEO, Community Solutions Manager and CYPF Development Officer are supporting CVS organisation to deliver community based mental health support to CYP working closely with school clusters and the Community Solutions locality consortia. • VANL’s other development staff support the NL CVS in the 9 community planning localities to support action on the above CYPF issues. Page 136 of 173
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Plan for NL Ambitions NL Community and Voluntary Sector Contribution VANL Contribution (Also see sections 1.2 and 2.) 3. Improve the health and wellbeing of our communities. 3.1 Increase economic opportunities for adults by understanding, identifying, and addressing the causes of poverty and deprivation and barriers to financial inclusion. • Employment, often at or above real living wage • Employability support • Money advice, including benefits advice, debt advice, budgeting etc. • Affordable Credit through Credit Unions. • Contribution to delivery of NLC’s Tackling Poverty strategy. • VANL’s CEO is a member of NLC Tackling Poverty Task and Finish Group and also a member of the NL Tackling Poverty Officers Group. VANL’s CYPF Development Officer and reps from several CVS organisations are also members of the Officers’ Group. This participation supports partnership planning on tackling poverty issues and CVS contribution across NL. • VANL supports selected CVS organisations to deliver COVID-19 financial insecurity payments to vulnerable groups in liaison with the NLC Financial Inclusion Team. • VANL’s development staff support the NL CVS in the 9 community planning localities to contribute to action to tackle poverty, working with Champions Boards and statutory partners. • In spring-summer 2021, VANL surveyed the NL CVS to assess the sector’s current contribution to tackling poverty and support the sector to maintain and where possible strengthen this, given the CVS’s contribution to tackling poverty will be even more critical due to the impact of the COVID 19 pandemic. Page 137 of 173
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Plan for NL Ambitions NL Community and Voluntary Sector Contribution VANL Contribution (Also see all other sections) 3.2 Ensure our residents are able to achieve, maintain, and recover their independence through appropriate supports at home and in their communities. 3.3 Improve preventative approaches including self-management and giving people information and choice over supports and services 3.4 Ensure the highest standards of public protection • Advocacy • Befriending and mentoring • Carer support (direct and indirect) • Community Transport and Active Travel • Food and nutrition support • Lunch clubs • Promotion of mental well-being and recovery support for people with mental health problems and addictions • Public protection - training and effective practice. • Physical activity • Provision of information, advice and self-management support. • Provision of community care services • Support for children, young people and families • Support for disabled people • Support for older people • Support for people with dementia COVID 19 Support • VANL provides direct assistance to the NL CVS by: o assessing their COVID-19 response and recovery support needs through surveys and regular liaison. o providing accurate and timely digital information and guidance through our website, enews and social media platforms. o providing funding guidance o assisting funders with assessments of NL CVS funding applications. o securing additional funding on behalf of the CVS to facilitate improvements on issues such as community food support, digital inclusion and remote befriending. o recruiting and matching volunteers to COVID-19 related volunteer roles within both the NL CVS and statutory sectors. o capturing data on NL CVS COVID-19 support and providing reports • VANL also works with NLC and NHS Lanarkshire to support cross-sector planning co-ordination and facilitation of support to vulnerable groups during the COVID-19 pandemic and to aid recovery as follows. o As a member of the NLP COVID-19 Community Response Bronze Group ( o As a member of the Lanarkshire Resilience Partnership o As a member of the COVID-19 Community Food Working Group o Through joint working with NLC and NHSL staff in the 9 Community Planning localities, including supporting Community Boards and LOIPs. o Through hosting and management of the Health and Social Care NL Community Solutions Programme (see below). o As a member of the NL CVS Recovery, Renewal and Strategic Investment Group (see section 5 below). Page 138 of 173
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Plan for NL Ambitions NL Community and Voluntary Sector Contribution VANL Contribution (Also see all other sections) Sections 3.2, 3.3 and 3.4 cont. See above Community Solutions Programme • VANL hosts and manages the NL Community Solutions (CS) Programme, which has over £1.2 million funding from Health and Social Care NL (HSCNL) and some additional project funding from several other sources. • Most of the CS funding is used to fund six locality anchor organisations to act as local CS support organisations and 30 thematic projects on issues indicated to the left. These funded organisations and projects play a key role in COVID-19 response and recovery. • VANL also receives some CS project funding to help deliver work on children, young people and families (see section 2) and volunteering (see above and sections 1.2 and 5) • VANL receives some CS funding to cover our hosting and management costs. • In addition to managing the funded CS programme, VANL staff also facilitates the following. o CVS engagement in HSCNL. o Links between HSC, Community Solutions and Community Planning. o NL CVS Befriending Network o NLC CVS Mental Health and Wellbeing Network, which it convenes, co-ordinates and supports. During spring-summer 2021, VANL will map CVS contribution to mental health and wellbeing and will support improvements. • VANL’s CEO represents the NL CVS on: o the HSCNL’s Integrated Joint Board o Lanarkshire Mental Health Strategy Board the Good Mental Health for All sub-group • CS’s Senior Manager represents the NL CVS on HSCNL’s Strategic Leadership Team and other sub- groups as appropriate. Page 139 of 173
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Plan for NL Ambitions NL Community and Voluntary Sector Contribution VANL Contribution (see other sections) 3.5 Encourage the health and wellbeing of people through a range of social, cultural, and leisure activities. • Community arts activities • Community gala days and • festivals • Community sports • Community support groups (see above) • Green health initiatives • Heritage projects • Volunteering • VANL supports the NL CVS and associated volunteering through which a range of social, cultural, leisure activities are provided to local people. • VANL is supporting Reeltime Music deliver a new community arts initiative in NL with funding they have received from Creative Scotland. • VANL plans to establish a NL VS Arts, Culture and Heritage Network during 2021 to support the sector to develop improved services in this area and secure more funding. Some national funders, (e.g. Heritage Lottery Fund) have indicated possible support for such capacity building work. 4. Improve the ability, participation, and empowerment of our communities. 4.1 Transform our natural environment to support wellbeing and inward investment and enhance it for current and future generation. 4.2 Ensure we keep our environment clean, safe, and attractive. • Allotments and community growing • Community clean-ups • Green health initiatives • Nature conservation, including promotion and protection of green space • Volunteering Also see sections 1.2 and 1.5 • VANL has been appointed by the NLP Strategic Leadership Board to take the lead role in developing and delivering a community-based and cross- sector approach to tackling the climate emergency through a green and inclusive recovery – through the Action Together on Climate initiative. The ACT Now Action Plan was agreed in April 2021 and VANL will then support delivery, including: o convening the ACT Now cross-sector Co-ordination Group o working with NLC, NHS and CVS colleagues to support inclusive and green recovery through LOIPs and Community Boards o supporting CVS engagement and contribution including supporting organisational “carbon reduction plans” and hosting, convening and co-ordinating the NL CVS Climate Emergency Network. Page 140 of 173
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Plan for NL Ambitions NL Community and Voluntary Sector Contribution VANL Contribution 4.3 Ensure our digital transformation is responsive to all people’s needs and enables access to the services they need. • Advocacy and support for digital inclusion including training. Support for and participation in the Digital NL Partnership, including: • membership of the Steering Group through VANL’s CEO • advocacy for digital inclusion • provision of ICT support and training for NL CVS organisations • development, hosting and management of two digital inclusion projects (supported by dedicated project funding): o NL “TechShare” device gifting project o Digital Friends initiative to support people requiring support to improve digital skills to receive this remotely supported by volunteers and linked to remote befriending. 4.4 Improve engagement with communities and develop their capacity to help themselves 4.5 .Improve the involvement of communities in the decisions, and development of services and supports, that affect them. • Active engagement with service users and local residents through service delivery, consultation and community fora. • Support for active citizenship and community engagement through community fora including Community Boards. • Supporting self-care, self- management and recovery for people with physical and mental health problems. VANL staff support community engagement and capacity building as follows. • Convening the Community and Voluntary Sector Partnership Group which brings key representatives from NL-wide CVS thematic networks and anchor organisations and locality anchor organisations and community networks to support strategic engagement with community planning and the Plan for NL. • Convening and/or supporting a number of NL-wide CVS Thematic Networks to support the NL CVS to share information and learning; strengthen collaborative working; and influence statutory policies and services informed by experience and service users’ views, including: o Befriending o Children, Young People and Families o Climate Emergency o Employability o Mental Health and Wellbeing • Providing support to NL CVS to assist them with their community engagement activities, including guidance and training Page 141 of 173
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Plan for NL Ambitions NL Community and Voluntary Sector Contribution VANL Contribution 4.4. and 4.5 cont. • Supporting CVS participation in Community Boards and LOIPs (see section 1.2) • Managing the Community Solutions programme which funds CS to help vulnerable groups with self-care, self-management and recovery (see sections 3.2; 3.3 and 3.4). • Working with colleagues in NLP and NHS to develop a “community concordat” in consultation with local communities. 5.Improve North Lanarkshire’s resource base. 5.1 Continue to identify and access opportunities to leverage additional resources to support our ambitions. 5.2 Facilitate a North Lanarkshire wide approach to asset rationalisation. • Many NL CVS organisations secure income from multiple sources, including funding through public donation; grants; trading. • NL CVS bring in significant additional funding linked or matched to funding secured from NLC, NHS Lanarkshire and HSCNL. • NLC CVS can apply for transfer of assets from NLC, although only a few transfers have been completed as of Nov. 2020. • VANL provides NL CVS with funding advice and support. • VANL’s CEO and Senior Manager for Community and Voluntary Sector Development are working with senior NLC Communities Team and NHS Lanarkshire Health Improvement staff to develop a C19 Recovery, Renewal and Strategic Investment plan with the NL CVS to strengthen their capacity to support delivery of the P4NL, C19 Recovery and ACT Now plan. Once the above new approach to investing in NL CVS is agreed by NLC and partners, VANL will support delivery. • VANL staff will assist the NL CVS on asset transfer. • VANL will develop links with NL private sector to facilitate an increase in the support (cash and in-kind) they provide to NL CVS. Page 142 of 173
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Plan for NL Ambitions NL Community and Voluntary Sector Contribution VANL Contribution 5.3 Build a workforce for the future capable of delivering on our priorities and shared ambition including with communities and partners. • NL CVS have an extensive paid and voluntary workforce that enables delivery of wide- ranging support and services to NL citizens and communities. • Unpaid carers in NL are the largest part of the care “workforce” and need support to deliver their contribution as “equal partners”. • VANL plays the lead role in NL for supporting development of the volunteer workforce by: o promoting volunteering to the public and employers to increase the number of volunteers o encouraging CVS and statutory organisations to increase their volunteering roles o helping with recruitment and matching of volunteers o helping with PVG checks o administration of the Saltire Awards for young people and managing a Youth Volunteering Project as part of NLC’s Youth Guarantee offer o supporting growth of green health volunteering opportunities o support and training and accreditation of volunteer-involving organisations, through Volunteer Friendly Awards o leading, convening and supporting the NL Volunteering Partnership to support improved cross-sector volunteering development including a first NL Volunteering Strategy • VANL also supports learning for the NL CVS paid and voluntary workforce. During autumn 2020 VANL reviewed its approach to training support to the NL CVS, with its new approach including joint working with partners to plan and deliver training; increasing online learning opportunities; and supporting peer learning. o VANL developed a NL CVS learning programme with New College Lanarkshire, which is using the college’s flexible workforce funding from the Scottish Govt. to offer up to £150,000 worth of free training to NL CVS organisations with learning supported remotely and then in person when safe. • From autumn 2021 VANL has o provided more online training support, including referral to curated training resources from third party sources and access to specialist training for the CVS developed with other Third Sector Interfaces (TSIs) using a special digital training platform for all TSIs and the Scottish CVS o peer supported training including action learning sets. Page 143 of 173
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref SP/LP Date 06/02/23 LOIP 6 month progress report April- Sept 2022 From Stephen Penman, Chief Officer – Strategic Communication and Engagement E-mail Penmanste@northlan.gov.uk Telephone 07947997750 1. Background 1.1 The Local Outcome Improvement Plan (LOIP) Management and Monitoring Framework was approved by the NLP Strategic Leadership Board in April 2022 as a significant tool in ensuring effective management, oversight, and reporting of progress on LOIP priorities by officers through the Local Partnership Teams. Progress with the implementation of the framework and creation of the Partnership Teams was reported to this committee in October 2022 1.2 Following a launch session in June 2022 aimed at senior local officers from key agencies, Local Partnership Teams were established to drive and embed delivery of the LOIPs Executive Summary Following the creation of the Local Outcome Improvement Plans (LOIP’s)across the 9 Community Board areas, a Management and Monitoring Framework and Local Partnership Teams are now in place to drive local delivery and reporting. This report provides a snapshot of progress linked to key priorities for each of the 9 areas for the period April – September 2022. The report also provides an update with progress with implementation of the Framework and work to develop the role of the Local Partnership Teams. Recommendations It is recommended that the Communities Committee: • Acknowledges progress to date with delivery of key LOIP priorities; • Notes work to develop and implement the supporting partnership delivery approaches; • Endorses future priorities in strengthening and embedding the approach across the partnership and with local communities; 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 AGENDA ITEM 11 Page 145 of 173
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across the Community Planning Partnership and ensure effective monitoring and management of progress. 1.3 Since then, work has been underway to develop the role of the Local Partnership Teams, ensure use of the Management and Monitoring Framework and refine the approach to reporting on progress to this committee, the NLP Strategic Leadership Board and with local Community Boards. 2. Report LOIP Management and Monitoring Framework 2.1 Having agreed the shared priorities with communities throughout the creation of the 9 LOIPs, the LOIP Management and Monitoring Framework was implemented as a tool for partners to highlight and report where progress is being made with community planning in North Lanarkshire, to evidence how this is making a difference and helping to empower communities to help themselves. The Framework is a tool to assist officers aligned to the Local Partnership Teams in planning and managing their workloads and that of their local teams and reporting on progress and outcomes to a range of audiences including the Community Boards, the NLP Strategic Leadership Board, this Committee and individual agency leadership teams as appropriate. 2.2 The Framework facilitates a structured approach to tracking and reporting progress through the identification of clear milestones and outputs and encourages assessment and prioritisation of work at the outset by gathering as much information as possible about the priority theme and existing levels of partnership activity to address the issues. The Priority Process flowchart used to guide this activity is attached as Appendix 1. 2.3 The LOIP Management and Monitoring Frameworks underpin quarterly reporting to individual Community Boards that is flexible in format and content based on progress for that period, six monthly reporting to this Committee and the NLP Strategic Leadership Board and statutory annual public performance reporting. The LOIP Monitoring and Management Framework should streamline reporting, ensure consistency and allow partners at a local level to focus on working with communities to drive action around local issues or significant developments. Implementation of Management and Monitoring Framework and Local Partnership Teams 2.4 Following the establishment of four Local Partnership Teams to support Community Boards in delivering their individual LOIP priorities, a workshop was held on 10 June 2022 to: • Launch the LOIP Management and Monitoring Framework; • Agree membership, composition and draft Terms of Reference. 2.5 Throughout the creation of the ‘Teams’ it has been emphasised that the success of the Management and Monitoring Framework does not rest with one agency or an individual officer. All Local Partnership Team members share a collective responsibility for ensuring that the Framework is regularly updated and that there is adequate monitoring and scrutiny of progress and performance at each Local Partnership Team meeting. 2.6 Following the launch session the Local Partnership Teams agreed a 6-weekly timetable of meetings with room for additional meetings as required. The focus for Local Partnership Team meetings should be on: Page 146 of 173
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• Updating the Management and Monitoring Framework and discussing progress relating to LOIP priories and agreeing with local communities any partnership action. • Ensuring delivery responsibility and approaches for local priorities to be collectively agreed between partners and with local community and voluntary organisations (and appropriately, resourced) and fed into the M&M Framework . • Agreeing the content and focus for reporting to the Committee, Strategic Leadership Board and Community Boards. • Collectively agreeing (with communities) the outline agendas and partnership input to Community Board meetings. • Coordinating local engagement activity and partnership response to topical matters (ie cost of living crisis) to make best use of partnership resource. Progress Reporting April – September 2022 2.7 As outlined throughout this report significant work has been ongoing to develop the supporting processes and tools to ensure accountability and reporting of progress across the partnership in relation to LOIP priorities. This includes: • All Local Partnership Teams have held at least 2-3 meetings to agree Terms of Reference, familiarise individuals and Teams with using the Management and Monitoring Framework and to populate with initial information to allow early reports to be produced as examples to test the process build upon. • Creation of an area on MS Teams for each of the Local Partnership Teams which all partners can access to update a live version of the Framework between meetings, share information and use to support collective planning at a local level. • Creation of a reporting template for six monthly updates to this Board and annual reporting to Community Boards and a process for agreeing partner input and updates to Community Boards on a quarterly basis. 2.8 The aim is to provide a detailed and comprehensive 6 monthly report to committee including information for each of the 9 areas with a focused and detailed report to Community Boards for all priorities for each area on an annual basis. Local Partnership Teams will also work with local officers and organisations through for example thematic subgroups to agree the content and format of updates to Community Boards on a quarterly basis. Based on input from partners to date an initial snapshot of progress for the period April – September 2022 has been produced for each area and attached as Appendix 2. The updates provided at this stage are the result of work to test how partnership input to the Management and Monitoring Framework translates into the more detailed reporting template and reflects: • The relative newness and therefore developing maturity of the Local Partnership Teams in shifting to this shared approach to management, monitoring and reporting; • Ongoing activity with communities to prioritise workstreams resulting in progress being at a more advanced stage in some priorities while others have not yet started and are due to be scoped • The need to further refine the detailed action under each priority (transition from early developmental outputs around mapping, engagement and allocation of roles to targeted delivery, improvement, added value and action) as well as delivery mechanisms and needs; • Linked to all the above, improved quality of information that is fed into the system to ensure that this can be translated into useful reports that drive partnership action and accountability; • Increased lead officer involvement aligned to specific priorities and to ensure links to strategic priorities (ie inclusion of the Tackling Poverty Team around local poverty Page 147 of 173
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related priorities, links to ACT Now for priorities where there is an environmental consideration and further development of the role of the Driving Digital Locally representatives); • Varying levels of community engagement and participation reflecting local dynamics, relationships and approaches. 2.9 Work continues to develop and refine the role of the Local Partnership Teams, the detailed action associated with the LOIP approaches and mechanisms required to ensure that progress can be made and reported, through for example • Ongoing work to ensure clarity over lead officers and defined action • Targeted support in using the Management and Monitoring Framework for officers new to their role with the Local Partnership Teams. • Introduction of evidence to show action and impact including for example case studies, feedback from service users or survey results and metrics or performance data where available. • Ongoing communication and sharing of information through the dedicated MS Teams areas for this purpose and ensuring that appropriate information is shared more widely through social media and local networks. • Support to existing, or creation of thematic sub groups, to drive action regarding individual LOIP priorities where appropriate or ensuring that delivery through existing partnership, service or organisational mechanisms is clear, understood and reported accurately. 2.10 This work can be further strengthened and supported by other key areas of work underway under the auspices of Community Planning in North Lanarkshire including: • The Comm-unity Agreement (Concordat) as a shared and underpinning agreement with communities around collective working; • The outcome and improvement actions arising from the current Partnership Self Assessment (including Community Boards) • Effective use of the Community Board Development Programme/Portal as a tool for partnership development. 3. Measures of success 3.1 Performance Framework in place 3.2 Number of LOIP priorities that can be evidenced as improving 4. Supporting documentation Appendix 1 – Priority Process Action Chart Appendix 2 – LOIP updates for period April – Sept 2022 Stephen Penman Chief Officer - Strategic Communication and Engagement Page 148 of 173
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5. Impacts ( http://connect/report-template-guidance ) 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 have been discussed and agreed with Financial Solutions? 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 have been discussed and agreed with People and Organisational Development? 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 have been discussed and agreed with Legal and Democratic Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☐ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? Page 149 of 173
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Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) 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 150 of 173
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Appendix 1 LOIP Priority Process This process flowchart is designed to help Local Partnership Teams to confirm their priority workstreams and plan potential interventions or joint work. In the first instance Teams should identify the priority issue and obtain as much information as possible to confirm the extent of the problem, whether work is already underway to address the issue and where an existing partnership working arrangement is already in place to tackle the issue. This avoids duplication and ensures that LOIP and Community Board activity is fully integrated within wider community planning initiatives, established partnership working arrangements and ‘The Plan for North Lanarkshire.’ Page 151 of 173
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Appendix 2 Updates for period April – September 2022 AIRDRIE LOCAL OUTCOME IMPROVEMENT PLAN 6 MONTHLY OUTCOMES REPORT PERIOD COVERED: 01/04/2022-30/09/2022 LOIP PRIORITIES • Poverty • Covid 19 Recovery • Mental Health and Emotional Wellbeing PROGRESS AND HIGHLIGHTS: • Event funding of £3,000 received through Health and Social Care consortium with Airdrie CAB acting as lead partner. Funding to provide local events relating to poverty and mental health to inform local action with communities around these key priorities. • Poverty and Mental Health Information event held in @home centre to promote local services to community and enhance partner network development. Information from events will be considered by Local Partnership Team and used to inform local action including partnership work to deliver community breakfasts. • Statistical work by Police Scotland to look at local impacts of poverty on crime. Explored the impact of cost-of-living crisis on shoplifting thefts locally between 1st April – 30th Sept ’22 compared with the same period last year. Coatbridge shows an increase of 5.7% in reported crimes. Whilst there will be other contributory factors there is recognition that poverty/cost of living may be a factor. Partnership discussion underway led by Police Scotland to identify local action required Identified Improvement for NLP SLB consideration COVID 19 RECOVERY • Note limited of reporting on this priority. A plan is in place to work through the detail of this priority to clarify approaches and action as well as lead responsibility for reporting. The priority will be fully reported on for the next cycle. Consideration is required around the title of this priority to ensure it is relevant and fit for purpose beyond Covid Recovery. PLANNED ACTIONS/DEVELOPMENTS FOR 01/10/22-31/03-2023: POVERTY • Series of community breakfasts arranged across Airdrie Villages. Events to proceed from January. Partner agencies will attend to provide advice and support whilst attendees receive breakfast. Information leaflet focussing on local support services will be launched at these sessions. This work is complimentary to and wider than the interventions in place around ‘cost of living crisis’ COVID 19 RECOVERY • Reassess priority action plan and determine if title needs to be amended. Define new and more targeted actions for priority to focus on community. MENTAL HEALTH AND EMOTIONAL WELLBEING • Development of plans for Intergenerational events in Airdrie to tie in with Mental Health Week 2023. Page 153 of 173
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BELLSHILL LOCAL OUTCOME IMPROVEMENT PLAN 6 MONTHLY OUTCOMES REPORT PERIOD COVERED: 01/04/2022 – 30/09/2022 LOIP PRIORITIES • Poverty and Food Insecurity • Covid 19 Impact (Including Digital Inclusion) • Community Safety • Mental Health and Emotional Wellbeing PROGRESS AND HIGHLIGHTS: • Infrastructure (reporting platform, framework, timelines, access) established by CPT to enable LPT partners to capture collaborative actions against agreed LOIP priorities. • Subgroups reviewed and re-established and meeting to progress actions against agreed LOIP priorities. • Tackling Poverty Team have delivered training to Who Cares Scotland to enable staff to further support local people on range of, and access to, benefits available to them. • Mental Health & Wellbeing Network delivered a series of seminars on key topics (Mental Health Recovery, Isolation & Loneliness etc) with attendance of 17 people at each one. • Mental Health & Wellbeing Network, NHSL, VANL and Community Partnership Team(CPT) identified, created, and shared a Mental Health and Emotional Wellbeing services mapping document with NHS Mental Health Teams and Community Groups to raise awareness of support available locally and how to refer people. • Ongoing Community Learning and Development work with partners to support learners to access local support and referrals to appropriate organisations including for Financial Inclusion support with the Tackling Poverty Team • Cyber resilience training delivered to members of Bellshill organisations within the voluntary sector. • Intelligence sharing between PS / SFRS / NLC / Elected Members and their constituents on identified hot-spots communicated through sub-groups, Community Boards and CPT with collaborative localised action agreed and exploration of solutions such as use of Local Development Programme capital resources to deliver local projects (ie play and MUGA facilities, environmental improvements) Identified Improvement for NLP SLB consideration Work underway to refine the detail and approaches to improve quality of information for reporting purposes, ensure action and responsibility is clear PLANNED ACTIONS/DEVELOPMENTS FOR: 01/10/2022 – 31/03/2023 POVERTY AND FOOD INSECURITY • Tackling Poverty Team alongside NHSL Health Improvement Team will continue to support a subgroup to refine planned actions/developments moving forward. • Concentrated effort to widen involvement in the Poverty & Food Insecurity Subgroup with local voluntary and community organisations . • 5 local events planned to provide targeted support to the Bellshill community to mitigate the impacts of the current cost of living crisis over winter period. • Focus on promoting cost of living support and drop in sites across Bellshill Community and identifying opportunities to target local and complementary action Page 154 of 173
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COVID 19 IMPACT (INCLUDING DIGITAL INCLUSION) • VANL will continue to lead in providing support to a subgroup to refine planned actions/developments moving forward. • Continue to ensure that Bellshill Board is represented and reps regularly attending NL Driving Digital Locally subgroup and that any action from the DDL sub group is considered and implemented and supported by partners locally . COMMUNITY SAFETY • Utilise findings from 'Exploring Lived Experience' consultation to identify key issues in relation to the Bellshill area and identify local action to address concerns raised around BAME racism and violence. • Progress with key community led projects arising from initial LDP capital resource discussions (ie play and MUGA development, environmental improvements, progress with Moto X). More detailed updates available from next reporting cycle MENTAL HEALTH AND EMOTIONAL WELLBEING • NHSL Health Improvement Team to identify further topics for Mental Health & Wellbeing Network seminars – current equalities gap identified with LGBTQ to inform refinement of action and work of sub group. Page 155 of 173
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COATBRIDGE LOCAL OUTCOME IMPROVEMENT PLAN 6 MONTHLY OUTCOMES REPORT PERIOD COVERED: 01/04/2022-30/09/2022 LOIP PRIORITIES • Poverty • Mental Health • Digital Inclusion PROGRESS AND HIGHLIGHTS: • Training on Gambling Harm to NHSL partners, HSCP partners, Education, Police Scotland, Scottish Fire & Rescue services, social work, Voluntary, Third sector and locality partners. 4 training sessions delivered to date and 25 staff trained. 16 staff have been signed up and to be trained in next 2 sessions. Outcomes: To raise awareness of the hidden harms of problem gambling. To provide information, training, and support to address gambling harms across our staff • Mind Your Head Walk & Talk as part of World Mental Health Day. 30 people attended the health walk and enjoyed walking in the nature and chatting to other people whilst getting information on mental health, poverty, and cost of living. Outcomes: to build social connections and tackle social isolation. • Home Energy Scotland Referral Pathway training complete. Poverty subgroup members can provide direct referrals to Home Energy Scotland. This is proving to be of benefit with quicker connected referrals and supports provided and helps prepare for the expected upsurge in referrals over the next few months in response to rising energy costs. • Statistical work by Police Scotland to look at local impacts of poverty on crime. Explored impact of cost-of-living crisis on thefts by shoplifting locally - comparison carried out of thefts by shoplifting between 1st April – 30th Sept ’22 compared with the same period last year. Coatbridge shows an increase of 12.7% in reported crimes. Whilst there will be other contributory factors there is recognition that poverty/cost of living may be a factor. Partnership discussion underway led by Police Scotland to identify local action required • Cyber resilience training was offered to members of organisations within the voluntary sector in North Lanarkshire throughout Q1. • Local representatives participated in the Focus on Digital Connectivity event held on 29th June, which gave details of Commsworld’s agreement with North Lanarkshire Council on the new Digital Connectivity Framework agreement. • Promotion of funding opportunities for digital projects or activities to the community and voluntary sector, such as SCVO’s Digital Device Fund in Q1 Identified Improvement for NLP SLB consideration DIGITAL INCLUSION • Note lack of progress reporting on this priority. This was due to document access issues via MS Teams and is now resolved. The priority will be fully reported on for the next cycle. PLANNED ACTIONS/DEVELOPMENTS FOR 01/10/2022-31/03/2023: POVERTY • Coatbridge Community Solutions Consortium is hosting a ‘Hello World’ event to include and promote Poverty subgroup partners and agencies tackling poverty to become more visible in the community and look at ways of reducing stigma when seeking supports. Page 156 of 173
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MENTAL HEALTH • As part of an integrated partnership approach a Party Smart Party Safe Early Intervention is planned to deliver key safety messages on alcohol awareness, suicide prevention, mental health, sexual health and Smoking cessation to local people in Coatbridge and reduce alcohol related disorders, improve mental wellbeing and helping to reduce health inequalities by December 2023 in Coatbridge locality. DIGITAL INCLUSION • The Driving Digital Locally subgroup made up of representation from all 9 Community Boards met on Thursday 27th October to focus on Commsworld’s agreement with North Lanarkshire Council with a discussion on the ongoing developments such as the roll-out of fibre broadband throughout the area and the community benefit options from the agreement. Next steps are to localise some of this discussion to inform localised action. Page 157 of 173
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CUMBERNAULD LOCAL OUTCOME IMPROVEMENT PLAN 6 MONTHLY OUTCOMES REPORT PERIOD COVERED: April – Sept 2022 LOIP PRIORITIES • Public and Community Transport • Greenspace maintenance and environmental quality • Youth Engagement and Consultation • Digital Inclusion • Targeted action within identified communities across the board area • Food and Financial Insecurity • Communication and Engagement PROGRESS AND HIGHLIGHTS: • Subgroups or mechanisms established to progress actions linked to most LOIP priorities. • Key organisations engaged and audit completed to understand greenspaces and a local definition of greenspaces agreed to assist with agreeing local action. • Initial links established with local youth organisations and initial subgroup meetings have taken place to drive this priority linked to existing NL wide youth participation approaches. • Youth summit consultation event targeting approx. 30 young people from 3 secondary schools took place in Cumbernauld Town Hall. • Weekly online bulletin circulated to partners and community groups and organisations re local health campaigns/health messages. • Key organisations engaged within the Food and Financial Insecurity Subgroup with Tackling Poverty Team agreed as lead organisation moving forward. Identified Improvement for NLP SLB consideration • Digital Inclusion priority and Communication and engagement priorities agreed to be included as key within all subgroups rather than as a standalone priority. This was reported to Cumbernauld Community Board in August 2022 and future reporting will reflect this PLANNED ACTIONS/DEVELOPMENTS FOR 01/10/2022-31/03/2023: PUBLIC AND COMMUNITY TRANSPORT • VANL will support community organisations as part of the partnership to progress actions to address this priority moving forward. GREENSPACE MAINTENANCE AND ENVIRONMENTAL QUALITY • Identify common areas and agree areas for improvement and possible community led actions where maintenance is an issue. • Carry out audit of available funding and resource to address local matters under this priority. YOUTH ENGAGEMENT AND CONSULTATION • Identify further engagement necessary to identify gaps in information /services in relation to young people. • Community Learning and Development (CL&D) to plan second summit with young people in all Secondary schools in Quarter 3 and 4. Page 158 of 173
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DIGITAL INCLUSION • Continue to include Digital Inclusion as an agenda item on all LOIP subgroups and ensure any issues are passed to Driving Digital Locally subgroup via Community Board representative on the group. • Continue to ensure representative from the Board attends and is supported to participate in and develop local action around Driving Digital Locally subgroup. • Continue to gather a list of local or thematic social media channels that can be used by the Community Board and its networks to communicate with local people and organisations. Page 159 of 173
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KILSYTH LOCAL OUTCOME IMPROVEMENT PLAN 6 MONTHLY OUTCOMES REPORT PERIOD COVERED: April -Sept 2022 LOIP PRIORITIES • Digital Inclusion • Food and Financial Insecurity • Health and Wellbeing • Improving the environment with a focus on Kilsyth town centre • Youth Engagement • Public and Community Transport • Targeted action within identified communities across the board area PROGRESS AND HIGHLIGHTS: • Digital inclusion agreed as set agenda item within each LOIP subgroup and reported to Board in Sept 2022. Two Community Board representatives regularly attending the NL Driving Digital Locally subgroup. • Successful Food and Financial Insecurity Challenge Poverty event took place in Croy Community Hub attended by approx. 30 local people and this helps partners and the community board to identify local issues and agree local action. • Vitamin distribution point established in Croy Community Hub • Youth engagement and consultation carried out with approx. 41 children in Balmalloch and St Patrick’s Primary Schools around local LDP play project. • CCTV cameras successfully deployed in targeted areas across the Board area. Initial meetings and an initial walkabout have also taken place in one specific targeted area in response to local safety concerns . PLANNED ACTIONS/DEVELOPMENTS for next period (October 2022 – March 2023) FOOD AND FINANCIAL INSECURITY • Focused work to widen involvement in the Food and Financial Insecurity Subgroup and ensure delivery of cost of living interventions at a local level within Kilsyth area. HEALTH AND WELLBEING • Support development of weight management group within Croy Community Hub TARGETED ACTION WITHIN IDENTIFIED COMMUNITIES ACROSS THE BOARD AREA • Work with the Community Council to target identified communities across the Board area that require targeted short term input to inform longer term action and solutions. • Continue to develop links with local people/community organisations within identified targeted communities. Page 160 of 173
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MOTHERWELL LOCAL OUTCOME IMPROVEMENT PLAN 6 MONTHLY OUTCOMES REPORT PERIOD COVERED: 01/04/2022 – 30/09/2022 LOIP PRIORITIES • Digital Inclusion • Community Engagement • Community Safety • Mental Health and Wellbeing • Tackling Poverty and Inequalities • Environment • Town and Community hubs and town vision PROGRESS AND HIGHLIGHTS: • Infrastructure (reporting platform, framework, timelines, access) established to enable LPT partners to capture collaborative actions against agreed LOIP priorities. • 3 sub-groups re established and meeting to progress actions against 3 of the agreed LOIP priorities. • £5000 Consortium grant secured for YAMS Mental Health Hub for centre-based activities. Work to support YAMS Mental Health Hub project to co-locate within Newarthill Library as part of joint activity with NLC. • Mental Health & Wellbeing Network, NHSL, VANL and CPT identified, created, and shared a Mental Health and Emotional Wellbeing services mapping document with NHS Mental Health Teams and Community Groups to raise awareness of support available locally and how to refer people to them. • Continued work with CAP (Community Alcohol Partnership) to ascertain key issues regarding alcohol misuse and its sale across Motherwell, with intelligence sharing at sub-group to inform and agree local action. • A series of local litter picks carried out through Motherwell communities through community led action as agreed between key partners at sub-group. Identified Improvement for NLP SLB consideration DIGITAL INCLUSION • Note lack of progress reporting on this priority. This was due to document access issues via MS Teams and is now resolved. The priority will be fully reported on for the next cycle. COMMUNITY ENGAGEMENT/TACKLING POVERTY AND INEQUALITIES • Note lack of reporting on these priorities. A plan is in place to address this, and the priority will be fully reported on for the next cycle. TOWN AND COMMUNITY HUBS AND TOWN VISION • This remains a priority for local people and information shared as appropriate re key pieces of work. However work is underway with key teams to establish the best approach to reporting via the LOIP Framework. Page 161 of 173
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PLANNED ACTIONS/DEVELOPMENTS FOR: 01/10/2022 – 31/03/2023 DIGITAL INCLUSION • Work with Driving Digital Locally representative to agree opportunities to develop local solutions where possible to digital inclusion issues linked to wider strategy. COMMUNITY SAFETY • Use the findings of the Local Youth Survey being conducted to understand how safe young people feel across Motherwell to identify hot-spots and appropriate actions. • Work with local residents around use of LDP resources to improve safety and perceptions of safety at Duchess of Hamilton Park MENTAL HEALTH AND WELLBEING • Sub-group to continue work on mapping and identification of local priorities to ensure flexibility in meeting trends in demand for mental health services. TACKLING POVERTY AND INEQUALITIES • Tackling Poverty Team now engaged and playing a lead role in establishing a sub-group to support and agree planned actions/developments moving forward. • Ongoing partnership support to community groups and organisations during the cost-of- living crisis and raise awareness and referral processes for cost of living support. ENVIRONMENT • Re-engage with local businesses around their capacity to support sub-group and localised action linked to environmental concern. • Make best use of Recover NL Environmental Fund to support local action led by local community groups across Motherwell. • Share learning from Climate Action Towns (Holytown) from neighbouring Bellshill locality to support sub-group actions. TOWN AND COMMUNITY HUBS AND TOWN VISION • This remains a priority for local people and information shared as appropriate re key pieces of work. However work is underway with key teams to establish the best approach to reporting via the LOIP framework . Page 162 of 173
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NORTHERN CORRIDOR LOCAL OUTCOME IMPROVEMENT PLAN 6 MONTHLY OUTCOMES REPORT PERIOD COVERED: April – September 2022 LOIP PRIORITIES • Health inequalities • Children and Young People • Social Integration and inclusion • Community Transport • Moodiesburn West • Building local relationships, trust and communication PROGRESS AND HIGHLIGHTS: • Local Partners (CPT, NHSL, and VANL) agreement to support development of identified subgroups. This was reported to Community Board in August 2022. • Successful engagement and consultation carried out with approx. 35 children in Stepps and St Joseph’s Primary Schools around local LDP play project. • Successful initial consultation carried out at the Pivot Centre on 13th October 2022 with approx. 20 Young people from Northern Corridor to identify needs of young people in relation to the LOIP and agree supporting action to be reported in next cycle. • Glenboig Development Trust agreed as Key organisation leading on development of the Community Transport priority and initial contacts made with key providers including CACE to agree way forward. • Initial discussions have taken place to consider possibility of establishing an anchor organisation in Moodiesburn. • Funding sources circulated to organisations within the Moodiesburn (priority areas) area to raise awareness of potential local investment opportunities. Identified Improvement for NLP SLB consideration • N/A PLANNED ACTIONS/DEVELOPMENTS FOR October 2022 – March 2023 CHILDREN AND YOUNG PEOPLE • Continue to work with NLC Youth Work Team and local voluntary and community led organisations to agree actions for improving access to services and facilities for young people. • Planned role out of Smoke Free Role Model Training sessions to build capacity and expand services for children and young people in partnership with North Consortium. COMMUNITY TRANSPORT • Bring together Community and Public Transport providers to establish baseline and agree local actions and targets. MOODIESBURN WEST • Work in partnership towards establishing an anchor organisation in the Moodiesburn area to play a lead role in local action to improve outcomes for local people. • Progress solutions to already identified Community Safety issues (identified by local people) and agree potential solutions. Page 163 of 173
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SHOTTS LOCAL OUTCOME IMPROVEMENT PLAN 6 MONTHLY OUTCOMES REPORT PERIOD COVERED: 1st April 2022 – 30th September 2022 LOIP PRIORITIES • Digital Inclusion • Community Engagement • Community Safety • Mental Health and Wellbeing • Tackling Poverty and inequalities • Environment • Transport • Town and Community Hubs and town vision PROGRESS AND HIGHLIGHTS: DIGITAL INCLUSION • During the period there has been increased accessibility of digital learning devices with relevant software. Individuals accessing the devices have reported improved digital skills and capacity. 49 successful learning outcomes have been recorded by the CL&D service. COMMUNITY ENGAGEMENT • A working group was created to deliver a wider community engagement project across Shotts community board area. The project aimed to gather additional information from local residents about needs and aspirations using the Placed Based Standard model. The engagement and consultation work were designed to complement the current LOIP for Shotts. 50 local residents participated in the engagement events and further 64 residents completed an online survey and this will be used to inform next steps and action across all priorities. MENTAL HEALTH AND WELLBEING • Partners including CLD and Getting Better Together have reported an increased participation of residents in various learning and support programmes focussed on mental health and wellbeing provision or including mental health and wellbeing topics. Partners report that participation leads to improved wellbeing for those who take part. Identified Improvement for NLP SLB consideration Partnership changes and a focus on engagement with communities in this area have meant some delay in progress reporting with some priorities reflecting the Amber and White assessments above. It is expected that these workstreams will be taken forward through the planned development session and an improved position reported in June 2023. PLANNED ACTIONS/DEVELOPMENTS FOR Oct 2022- March 2023 Review all priorities with partners through a development session to ensure clarity over • Lead delivery organisation • Detailed actions • How actions will b e progressed and reported Page 164 of 173
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WISHAW LOCAL OUTCOME IMPROVEMENT PLAN 6 MONTHLY OUTCOMES REPORT PERIOD COVERED: 1st April 2022 – 30th September 2022 LOIP PRIORITIES • Digital Inclusion • Community Engagement • Community Safety • Mental Health and Wellbeing • Tackling Poverty and inequalities • Environment PROGRESS AND HIGHLIGHTS: COMMUNITY ENGAGEMENT • A partnership working group has been created to lead on the development and delivery of small participatory budgeting project for the Cleland and Coltness areas. As part of this work, a community engagement plan has been designed to ensure the effective communication and promotions of the initiative with a view to generate wider community participation. • Various engagement activity has been undertaken in relation to new Local Development Programme projects being considered for the area. For example, in Newmains community engagement and consultation has been undertaken in relation to the development of a new play park and in Overtown similar work has been completed for the planned outdoor gym. • Ongoing engagement to progress with delivery of upgraded play provision in Cleland. MENTAL HEALTH AND WELLBEING • Partners including CLD, Newmains Community Trust and Made 4u in ML2 have reported an increased participation of residents in various learning and support programmes focussed on mental health and wellbeing provision or including mental health and wellbeing topics/themes. Partners report that participation leads to improved wellbeing for those who take part. • Also, funding has been secured from the WMF Health and Social Care consortium to provide small seed corn funding for health and wellbeing related projects with Cleland and Coltness as part of a planned participatory budgeting project. Identified Improvement for NLP SLB consideration Partnership changes and a focus on engagement with communities in this area have meant some delay in progress reporting with some priorities. reflecting the Amber and White assessments above. It is expected that these workstreams will be taken forward through the planned development session and an improved position reported in June 2023. PLANNED ACTIONS/DEVELOPMENTS FOR Oct 2022- March 2023: Review all priorities with partners through a development session to ensure clarity over • Lead delivery organisation • Detailed actions • How actions will be progressed and reported COMMUNITY ENGAGEMENT • Progress promotion of the Participatory Budgeting (PB) Project in Coltness and Cleland. • Report on the progress of the successful proposals by organisations for the PB funding. • Progress completion of Consultation exercises within Newmains and Overtown and provide feedback and opportunities to ensure this informs further action. Page 165 of 173
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• Develop stronger links required to improve engagement and identify gaps in services with younger people. • Develop engagement plan specifically aimed at engagement with seldom heard groups to improve inclusion and equalities. COMMUNITY SAFETY • Ensure a co-ordinated approach to identifying gaps or added value in terms of service provision within community safety priorities. • Support Community Safety projects to improve safety of public areas such as CCTV, improved pathways and improved lighting through our Local Development Programme. MENTAL HEALTH AND WELLBEING • Use data from LOIP research and development to inform the best approach to progress this priority led by NHS Health Improvement Team. • Promote Health & Wellbeing PB project in Coltness & Cleland and support delivery and reporting of successful projects. ENVIRONMENT • Progress consultation work and support LDP proposals with communities linked to improving outdoor spaces/greenspaces such as Overtown Outdoor Gym and Belhaven Dog Walking park. • Continue to support and promote environmental campaigns/funds such as Greenspace PB, Clean up Scotland and RecoverNL. Page 166 of 173
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☐ Yes ☒ No Ref CG/JMcK Date 06/02/23 Contracts awarded below Committee approval threshold From Chief Officer of Assets and Procurement Email mckinstryj@northlan.gov.uk Telephone James McKinstry 07939 281102 1. Background 1.1 The Councils General Contract Standing Orders (the ‘GCSOs’) outline financial approval thresholds for contracts for goods, works and services. Contract awards above £500,000 for Supplies and Services and above £2,000,000 for Works require approval by the Committee. These contract awards are considered by the Committee on a case-by-case basis. 1.2 Where the value of a contract award is between £50,000 and £500,000 for Supplies and Services and between £500,000 and £2,000,000 for Works, GCSOs require that the Head of Asset and Procurement Solutions award these contracts on behalf of the appropriate Chief Officer. 1.3 The Head of Asset and Procurement Solutions is required to notify Committee on a regular basis of any such contracts awarded on behalf of Procuring Service Areas. Executive Summary This report notifies the Committee of the contracts awarded between 1 October 2022 to 31 December 2022. It sets out those contracts awarded with a value below the financial threshold requiring Committee approval. Recommendations The Communities Committee are: • advised of the Contracts awarded below Committee approval threshold between 1 October 2022 to 31 December 2022 as per the process within the Council’s General Contract Standing Orders. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (18) Ensure our digital transformation is responsive to all people's needs and enable access to the services they need AGENDA ITEM 13 Page 167 of 173
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2. Report 2.1 The GCSOs require that contracts in excess of £500,000 for supplies and services and £2,000,000 for works are approved, on a case-by-case basis, by the Committee before award. 2.2 The GCSOs require that contracts with a value above £50,000 but less than £500,000 for Supplies and Services and above £500,000 but less than £2,000,000 for Works are awarded by the Head of Asset and Procurement Solutions on behalf of the appropriate Chief Officer. 2.3 The contracts awarded by the Head of Asset and Procurement Solutions that are under the £500,000 Committee financial approval threshold for Supplies and Services and £2,000,000 for Works in the period from 1 October 2022 to 31 December 2022 are detailed in Appendix 1. 3. Measures of success 3.1 Contracts support the delivery of Council and service priorities. 3.2 Appointment of contractors who have suitable experience and capability to deliver the required supplies, services or works. 3.3 Contracts awarded by the Council are compliant with GCSOs and procurement legislation. 3.4 The Council’s Contract Register is kept updated by services and management information is comprehensive and accurate. 3.5 Best Value is both demonstrable and achieved. 4. Supporting documentation 4.1 Appendix 1 - Summary of contracts awarded. James McKinstry Chief Officer of Assets and Procurement Page 168 of 173
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5. Impacts ( http://connect/report-template-guidance ) 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 have been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Where Financial impacts have been identified, they have been established and addressed in each specific Contract Strategy and incorporated into the project. The Council’s Procurement Strategy proposes methods of maximising the delivery of procurement benefits that could bring improved financial return to the Council and the areas wider economy. Certain benefits have a monetary value attached and these will be monitored on a project-by-project basis. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☒ No ☐ If Yes, have all relevant HR impacts have been discussed and agreed with People Resources? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Where HR impacts have been identified, they have been established and addressed in each specific Contract Strategy and incorporated into the project. Contracts awarded by the Council are compliant with GCSOs and procurement legislation. 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 have been discussed and agreed with Legal and Democratic? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Where Legal impacts have been identified, they have been established and addressed in each specific Contract Strategy and incorporated into the project. Page 169 of 173
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Contracts awarded by the Council are compliant with GCSOs and procurement legislation. 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? All contracts listed have been assessed by the Enterprise Architecture Governance Group (EAGG). 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? Sustainable procurement is one of the key objectives of the Council’s Procurement Strategy and will have a positive impact, including, embedding sustainable procurement as business as usual and incorporating community benefits into the Councils contracts. Supporting local businesses and SMEs through closer working with colleagues in the Council’s Enterprise department and by making our processes more streamlined and accessible. Where Environmental/Carbon impacts have been identified, they have been established and addressed in each specific Contract Strategy and incorporated into the project. 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 ☐ Page 170 of 173
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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? Where Risk impacts have been identified, they have been established and addressed in each specific Contract Strategy and incorporated into the project. Contract award procedures may be susceptible to legal challenge if they are not discharged in accordance with GCSO and procurement legislation. 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 171 of 173
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APPENDIX 1 – SUMMARY OF BELOW THRESHOLD CONTRACT AWARDS Contract Description Contract Award Date Contract Start Date Contract End Date Contract Extension Contract Value (inc extension) (£s) Successful Tenderer Supplies Services Works No of Tenders Received Route* RATL - Construction of Meadowhead Bridge to Robberhall Road 01/10/202 10/10/202 31/05/202 N/A £851,813.79 Covanburn Contracts Ltd Works 2 FMC3 Scottish Water Feasibility Study 14/10/202 17/10/202 17/04/202 N/A £50,000.00 Atkins Ltd Services 6 CO Provision of Sanitary Products 2020-24 04/11/202 01/04/202 31/10/202 N/A £500,000.00 Fast Aid Supplies 1 *EXT Design Team Consultancy Services for Conversion of Old Motherwell Town Hall to Social Housing 28/11/202 05/12/022 04/12/202 N/A £284,845.00 MASTARCH LTD (T/A Mast Architects) Services 1 **DAFC Design & Build of a Pump Track - Moor Park, Muirhead 13/12/202 09/01/202 08/01/202 N/A £130,000.00 Architrail Velosolutions UK Services 1 ***DAF3 Alexander Street, Wishaw – Active Travel & Road Safety Improvements 14/12/202 19/12/202 29/03/202 N/A £709,287.80 JH Civil Engineering Ltd Works 3 FMC3 *Contract Extension to incumber provider delivering best value ** Direct Award from a Council Framework to best value provider. *** Direct Award from a 3rd Party Framework (ESPO) to best value provider. Key – Procurement Route CO - Contract Open Procedure CR - Contract Restricted Procedure Page 172 of 173
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FO - Framework Open Procedure FR - Framework Restricted Procedure FMCC - Mini Comp Council Framework FMC3 - Mini Comp 3rd Party Framework DAFC - Direct Award Council Framework DAF3 - Direct Award 3rd Party Framework DAH&SC - Direct Award Health & Social Care Related Services N - Negotiated Contract EXT - Extension to Contract/Framework Page 173 of 173