Agenda Document Pack - Communities Committee - 21/08/2023
North Lanarkshire Council · 21 August 2023
Back to Communities Committee — 21 August 2023 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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10 August 2023 Members of the Communities Committee Chief Executive’s Office Archie Aitken Chief Officer (Legal & Democratic) Civic Centre, Windmillhill Street, Motherwell ML1 1AB www.northlanarkshire.gov.uk Notice is given that a Meeting of the Communities Committee is to be held in the Council Chamber, Civic Centre, Windmillhill Street, Motherwell, ML1 1AB on Monday, 21 August 2023 at 10:00 AM which you are requested to attend. The agenda of business is attached. Des Murray Chief Executive Members : Clerk Name: Andrew Rose Clerk Telephone: 07951 409714 Clerk Email: rosean@northlan.gov.uk K Stevenson, P Patton, D Ashraf, C Barclay, A Beveridge, B Burgess, A Campbell, D Crichton, F Fotheringham, M Hughes, J Jones, A Khan, M McBride, B McCluskey, B McCulloch, J McLaren, F McNally, L Mitchell, L Nolan, D Robb, N Shevlin, A Smith, J Toner, C Williams, G Woods. Page 1 of 276
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Agenda 1 Declarations of Interest In Terms of the Ethical Standards In Public Life Etc. (Scotland) Act 2000 2 Community Councils - Cardowan Submit report by the Chief Officer (Legal and Democratic) seeking approval to include Cardowan in the Scheme of Establishment for Community Councils for Stepps Community Council following that area's incorporation into the Council’s area for electoral purposes, as a consequence of a review by the Scottish Boundary Commission and a subsequent Statutory Instrument (copy herewith) 5 - 10 3 Driving Digitally Locally Submit report by the Chief Officer (Business and Digital) providing an update on progress, for the period March to June 2023, on the development of the Driving Digital Locally framework amongst key stakeholders, communities and elected members, and the deployment thereafter of digital (online) services and initiatives (copy herewith) 11 - 20 4 UK Shared Prosperity Fund - Challenge Funds - Volunteer NL, Digital NL and Community Empowerment Fund Submit report by the Chief Officer (Place) providing an overview of three out of seven interventions supported under the UK Shared Prosperity Fund and setting out the proposal for associated Challenge Funds for local community groups within these interventions (copy herewith) 21 - 36 5 Cumbernauld Theatre Trust - Funding Agreement 2023/24 Submit report by the Chief Officer (Education - South) (1) seeking approval of the proposed funding agreement for Cumbernauld Theatre Trust for the period 2023- 24, and (2) providing an update on operation of the Lanternhouse Venue over the last year (copy herewith) 37 - 42 6 Voluntary Action North Lanarkshire (VANL) Annual Report for 2022/23 Submit report by the Chief Officer (Strategic Communication and Engagement) presenting the Voluntary Action North Lanarkshire (VANL) annual report which provides a summary of its contribution to delivering the Plan for North Lanarkshire (copy herewith) 43 - 76 7 Annual Review of the Community Safety Strategy 2022/23 Submit report by the Chief Officer (Strategic Communication and Engagement) advising of the progress made on the strategic priorities and actions in the Annual Review of the Community Safety Strategy 2022-2023, which is the overarching strategy on community safety issues and comprises the requirements set out in the Antisocial Behaviour etc. (Scotland) Act 2004 (copy herewith) 77 - 112 8 LOIP Performance Report 1 October 2022 - 31 March 2023 Submit report by the Chief Officer (Strategic Communication and Engagement) (1) providing a snapshot of progress linked to key priorities for each of the nine Local Outcome Improvement Plans for the period 1 October 2022 - 31 March 2023, and (2) providing an overview of progress with implementation of the Management and Monitoring Framework and work to develop the role of the Local Partnership Teams (copy herewith) 113 - 142 9 Community Asset Transfer and Participation Request (Annual Report 2022-23) Submit report by the Chief Officer (Strategic Communication and Engagement) providing an annual progress report regarding Community Asset Transfer and Participation Requests in North Lanarkshire (copy herewith) 143 - 164 Page 3 of 276
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10 Strategic Performance Framework - latest performance results for Strategic Communication and Engagement Submit report by the Chief Officer (Strategic Communication and Engagement) setting out the performance for the areas of improving engagement with, and improving capacity of, communities, community involvement in decision-making and helping to facilitate a North Lanarkshire-wide approach to asset rationalisation (copy herewith) 165 - 172 11 Community Grants - Annual Report 2022/23 Submit report by the Chief Officer (Strategic Communications and Engagement) providing details of the applications submitted for funding from the Community Grants scheme during 2022/23 and the awards made (copy herewith) 173 - 188 12 Community Board Local Development Programme 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) 189 - 224 13 P056.2(3) Community Boards and Partnership Communications Strategy Submit report by the Chief Officer (Strategic Communication and Engagement) providing an update on key progress linked to supporting the development of the Community Boards model including updates on the 11th cycle of Community Boards meetings which took place throughout May/June 2023 (copy herewith) 225 - 236 14 Campsies Grant Award Programme Submit report by the Chief Officer (Strategic Communication and Engagement) providing a progress update on the Campsies Grant Award Programme, which was created following the transfer of assets from Campsies Centre (Cumbernauld) LTD (CCCL) to the Council on June 30, 2021 (copy herewith) 237 - 276 Page 4 of 276
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref AA/AR Date 21/08/23 Community Councils – Cardowan From Chief Officer (Legal and Democratic) E-mail rosean@northlan.gov.uk Telephone 07951 409714 1. Background 1.1 During 2016 and 2017, the Scottish Boundary Commission carried out a review, which had been prompted by it having received a number of requests from residents who wished to see part of the area of Cardowan transferred from Glasgow City Council into North Lanarkshire Council, for the purposes of electoral representation. 1.2 The Scottish Boundary Commission agreed to the proposal and a Statutory Instrument was laid before the Scottish Parliament on 25 October 2018 and came into force on 1 April 2019. Executive Summary In 2019 part of the area of Cardowan, as detailed ion Appendix 1, was incorporated into the Council’s area for electoral purposes, following a review by the Scottish Boundary Commission and a subsequent Statutory Instrument. As noted by the Committee at its meeting held on 24 April 2023, there will be Quadrennial Elections for community councils in the Council area in October 2023. As part of the preparation for that event, and to bring the Scheme of Establishment for Community Councils up to date, Committee approval is sought to include Cardowan in the Scheme with additions in the population for Stepps and District Community Council. Recommendations It is recommended that the Committee agrees that Cardowan be incorporated into the Scheme of Establishment for Community Councils. The Plan for North Lanarkshire Priority Enhance participation, capacity, and empowerment across our communities Ambition statement (19) Improve engagement with communities and develop their capacity to help themselves Item 2 Page 5 of 276
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2. Report 2.1 In terms of the Statutory Instrument, a number of properties transferred from coming under the electoral administrative responsibility of Glasgow City Council to North Lanarkshire Council, including arrangements for representation at community council level. 2.2 Appendix 1 to this report illustrates the area which was transferred to the Council and, specifically, those properties which will fall under the area for Stepps and District Community Council. 2.3 The Scheme of Establishment for Community Councils is the document which the Council is legally required to produce which details how community councils will be established and administered. The Scheme includes detail of the size of the electorate in each community council area, which is the basis for determining the funding to be allocated to each community council and how many community councillors each may elect. 2.4 As explained above, 2023 will see Quadrennial Elections for community councils and it is important that the Scheme of Establishment is up to date and reflects the full catchment areas for the purposes as outlined in paragraph 2.3 above. 2.5 As a consequence of the increased population for Stepps and District Community Council, its funding – paid as an Administrative Grant by the Council – will be increased slightly, however, this can be contained within the existing budgetary arrangements and no extension to the overall budget is required. It should be noted that the consequential increase in funding levels to the Community Council will be negligible due to the small number of properties being transferred. 2.6 Approval for these changes to the Scheme is sought in advance of the re-establishment of the community councils following the Quadrennial Elections in October 2023. 3. Measures of success 3.1 To ensure that the Scheme of Establishment for Community Councils accurately reflects the catchment area and population for each community council. 4. Supporting documentation Appendix 1 – Boundary map A Aitken Chief Officer (Legal and Democratic) Page 6 of 276
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Stepps and District Community Council will be entitled to a greater financial grant awarded by the Council, which is calculated based on population size. However, this increase can be met from the existing budget allocated for the funding of community councils. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Page 7 of 276
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Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 8 of 276
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Cardowan Boundary Change: Community Council Boundary Implications July, 2023 Reproduced by permission of Ordnance Survey on behalf of HMSO. © Crown copyright and database right 2023. All rights reserved. Ordnance Survey Licence number 100023396 Stepps Chryston 0 0.2 0.40.1 Kilometers 0 0.15 0.30.07 Miles Scale: 1:3,321 Properties by Community Council Chryston Stepps No Community Council Community CouncilsGlasgow City Council ± Item 2 Page 9 of 276
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☐ Yes ☒ No Ref KH/LG Date 21/08/23 Driving Digital Locally From Katrina Hassell, Chief Officer Business and Digital E-mail HassellK@northlan.gov.uk Telephone 07903 096 121 Executive Summary Through the Plan for North Lanarkshire and the approved Digital and IT Strategy, North Lanarkshire Council created a Driving Digital Locally sub-group as an enabling pathway to enable local communities to participate in designing and deploying modern digital council services which take cognisance of the scale of change anticipated within the Council but fully embrace the need to deliver secure and accessible online solutions for our communities to use. This report provides an update on progress, for the period March to June 2023, on the development of the Driving Digital Locally framework amongst key stakeholders, communities and elected members, and the deployment thereafter of digital (online) services and initiatives. 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 Item 3 Page 11 of 276
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1. Background 1.1 As Members of the Communities Committee are aware the aim of the Council’s DigitalNL Programme is to provide online, anytime services which meet the needs of our citizens. In order to deliver on this aim, it is crucially important for the Council to truly understand those needs. The DigitalNL Programme therefore, looks to drive effective collaboration and engagement with our citizens, staff, and elected members. 1.2 In March 2021 a detailed overview of the DigitalNL programme was presented to all nine Community Boards. As part of that presentation members of Community Boards were invited to become involved in a new initiative, Driving Digital Locally, to assist in the drive to multi-channel engagement. 1.3 This group, which is a digital sub-group of the Community Boards, 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. 1.5 Since its inception in August 2021 there have consistently been gaps in the membership of Driving Digital Locally with some board areas not represented. Despite targeted work during 2022 and early 2023, this remained an issue. 2. Report Driving Digital Locally – Digital Subgroup 2.1 Following several months of promotions and recruitment to Community Boards in Spring 2023, the Digital Subgroup now has representation from each board area and continues to meet monthly, with dates agreed for the remainder of the year. Community Boards have recently agreed that they will meet both face to face and online. Following approval of these communication proposals, the Digital Subgroup discussed how best to apply them to meet their needs given sub-group members represent all areas within North Lanarkshire. It was agreed that the Digital Subgroup would continue to hold all regular meetings through Microsoft Teams but would meet face to face once per year. The Terms of Reference have been updated to reflect this new arrangement. 2.2 A key aspect of the group’s work continues to be to provide updates to the respective Community Boards and with Digital Inclusion a set agenda item at Community Board meetings, each Board will have a representative from the Digital Subgroup available to update key areas of progress and achievements. 2.3 Since the last report to Committee in February 2023, representatives from Driving Digital Locally have been concentrating on what success looks like for the group and the communities they represent. As such a 12-month action plan has been developed. In developing the sub-group’s plan consideration has been given to the digital actions identified in each of the Local Outcome Improvement Plans (LOIPs). Progress against the action plan will therefore flow through into the digital element of the Management and Monitoring Framework developed by the Community Partnership Team. Page 12 of 276
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2.4 Key aspects of the action plan include better engagement with digital leads in each area and improved engagement with youth and older people. Further actions include the digital mapping exercise, support for roll out of the digital challenge fund associated with the UK Shared Prosperity Fund, consultation on the council’s new Digital and IT Strategy to be developed later this year and involvement in the development of the Council’s new Programme of Work in support of The Plan for North Lanarkshire. CommsWorld – Community Benefits 2.5 The Digital Subgroup continues to work with Comms World on community benefits, the first action has now been agreed and Commsworld are progressing with the digital mapping exercise. This mapping exercise will provide a baseline and have an overarching view of all activity, and what and (through whom) needs to be planned as it is a recognised priority in the LOIPs. 2.6 There is a small working group supporting Commsworld and outputs have been agreed, a proforma has been developed and Commsworld have set a timescale for the first draft to be presented to the Digital Subgroup in August 2023. 2.7 The output of the exercise will be by Community board Area, and will showcase the digital services available for the following stakeholders: • Young people • Older people • The elderly population • Those living with disabilities (both physical and mental) • Carers • BAME Community 2.8 The outputs of the mapping exercise will be based on identifying which of the following services exist in each area for the above stakeholders: • Public access to Wi-Fi and IT • Connectivity • Available support for digital skills and training • Local organisations delivering ‘Digital Inclusion services. • Availability of Devices and any local schemes to support this (both the Council and partners such as LAMH) • Public services within the Council area which can be accessed via Internet and how communities can be supported to gain access. Intergenerational Project 2.9 A detailed update on the background to the Intergeneration Project was contained in the Driving Digital Locally report to this Committee in February 2023. Members will recall the projects underway to encourage residents of retirement complexes to adopt technology. 2.10 Following the success of the Drummond Drive complex partnering with Thornlie Primary School in Wishaw (October 2022) work has continued alongside the Digital Education Support Officer in Education and Families, to roll-out short courses using a one-to-one buddy system linking tenants and pupils. The tenants and pupils discuss Page 13 of 276
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the elderly tenants’ childhood memories from school life, food, songs etc, with the pupils then bringing elements of this to life digitally. 2.11 A further two courses have now been completed: - • James Dempsey Gardens partnering with Greenhill Primary, Coatbridge (Mar 23) • Lorne Gardens partnering with Kirk O’Shotts, Salsburgh (June 23) 2.12 The project is well-received with the following quotation from Education and Families evidencing an excellent example of both feedback received and benefits capable of being derived through its delivery: “Thank you for letting us be part of the project, the schools have got so much out of this, would say some even more so than the residents. It has allowed some of our most vulnerable children the chance to succeed and lead learning, it’s also brought some children out their shell who were shy and quiet in the classroom to bring out their nurturing personalities on a one-to-one basis”. It has been lovely to watch them grow in confidence”. 2.13 The relationships built up between the retirement complex and the schools do not end with completion of the digital element of these intergenerational projects. Thornlie Primary School revisited the Drummond Drive Wishaw complex at Christmas to perform their school show for the residents and have also completed a 6-week gardening block with the tenants who initially took part in the digital aspects of the project. 2.14 Similarly, Greenhill Primary School invited the James Dempsey residents to be special guests at their end of June P7 leavers show, have made plans to continue the link with the digital leaders at the school and are also looking to get some of the younger leaders on board to do a reading project in the next academic year. 2.15 Discussions are now underway with colleagues in Education and Families about the possibility of extending the programme into the community, with a pilot programme planned for Kilsyth towards the end of 2023. Online services Business Waste/Bisaccount 2.16 Work continues to encourage businesses in the area who purchase a waste collection service from the Council to register for a Bisaccount to facilitate online interactions with the council. 2.17 Bisaccount is a service, provided by the Improvement Service, that aims to connect businesses to online public services – provided by North Lanarkshire Council in this respect – simply and securely. Since deploying it to support digitisation of the Council’s Business Waste service in 2022, a number of teething problems came to light. These are now overcome but have resulted in registrations for the Bisaccount service being much slower than initially anticipated, with 506 of 1118 ‘in scope’ businesses now registered to transact digitally with the Council. With a view to increasing registrations, officers are discussing available options and approaches, which will include a doorstepping exercise, where leaflets will also be provided advising that customers must set up an account otherwise services could potentially be suspended. A further round of social media communications is currently being rolled out. Page 14 of 276
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Environmental Assets – Report it forms. 2.18 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. Work in this area has continued with the new “Report It” forms within Environmental Assets being launched as planned in December 2022 and others being further developed during the first half of 2023. A targeted communications campaign including press, social media, maildrops and member briefings were developed to promote the uptake of the new on-line forms. 2.19 Fly tipping and pest control continues to be of concern to residents, resulting in a large number of calls and complaints to the Customer Services Hub. As part of the previously reported ‘Report an Issue’ going live, fly tipping, litter bins and large public street bins are on track to go live at the end of August, which will help reduce the number of phone calls received. 2.20 When the Report an Issue process was launched a new feature ‘open issues’ element was developed. This new feature will allow residents to see what the status is of the issue they have reported, it will also stop issues being reported twice, as the system will know if an issue has already been reported. This new feature went live at the beginning of August 23. Anti-Social Behaviour 2.21 The council’s plan to modernise and digitise services where possible has seen a new online form for reporting Anti-Social Behaviour incidents being launched at the end of June 2023. Although this will not change the way incidents are investigated it will make reporting incidents easier and more convenient and is available 24/7, 365 days a year. 2.22 Residents will manage this through the Myaccount process in the first instance. Similar to the Bisaccount referenced in paragraph 2.17 above, Myaccount is a service, provided by the Improvement Service, that allows individuals to safely and securely access online services delivered by public bodies such as North Lanarkshire Council. This will allow representatives from the Anti-Social Behaviour team discreet contact information for the reporter of the incident and allow quicker gathering and reporting of information on the incident. Digital Conference 2.23 As part of the community benefits for Business within the connectivity contract awarded in February 2022, Commsworld worked alongside the Council’s business team to develop a digital conference for businesses. This event took place on 19 April 2023 in the Civic Centre. Over 250 delegates registered from partners, local businesses, council representatives and school pupils. 2.24 A wide range of speakers included, the Chief Executive, CommsWorld, NHS Lanarkshire and local business Novosound (co-founder of remote sensors). There was also a series of workshops covering a wide range on offer during the course of the day:- Page 15 of 276
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• Data Analytics • 5G/IOT • Cyber security • Cloud Voice • Cobotics – Smart Hub Lanarkshire • PR & social media 2.25 The afternoon session included a Digital Economy Skills Panel, hosted by Skills Development Scotland, and included representatives, from Code Clan, New College Lanarkshire, University of West of Scotland, Commsworld, the Council and local businesses. Networking opportunities were in place at the exhibitor's village, with over 30 exhibitors from the world of digital present. 2.26 The event was positively received. The post event meeting provided an opportunity to debrief and review the positive and negatives of organising such a large scale event. With a 70% attendance rate and positive feedback the organising team have agreed that the event should be repeated in 2024. 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. Further success can be measured as the group progresses through the action plan and mapping exercise with Commsworld. 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 success on the number of businesses who sign up to the Bisaccount and register for their Business Waste online. 4. Supporting documentation N/A Katrina M Hassell Chief Officer (Business and Digital) Page 16 of 276
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Page 17 of 276
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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 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? 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? 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 18 of 276
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5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 19 of 276
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref PH/HL/LP/GR/YW Date 21/08/23 UK Shared Prosperity Fund - Challenge Funds – Volunteer NL, Digital NL and Community Empowerment Fund From Pamela Humphries, Chief Officer (Place) E-mail liddleh@northlan.gov.uk pollockle@northlan.gov.uk reidg@northlan.gov.uk Telephone Heather Liddle: 07976 726496 Leanne Pollock: 07814916564 Grant Reid: 07939 280570 Executive Summary North Lanarkshire’s UK Shared Prosperity Fund investment plan includes the opportunity for a number of interventions to be delivered by community groups through a challenge fund process. There will be 7 challenge funds over the life of the UKSPF Programme. This report provides an overview of three interventions supported under the UK Shared Prosperity Fund and sets out the proposal for associated Challenge Funds for local community groups within these interventions. Recommendations It is recommended that the Communities Committee: (1) Approve the Challenge Fund arrangements in support of Volunteer NL, Community Empowerment Fund and Digital NL. (2) Otherwise, note the contents of the report. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (21) Continue to identify and access opportunities to leverage additional resources to support our ambitions Item 4 Page 21 of 276
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1. Background 1.1 Members will be aware of the North Lanarkshire Investment Plan for the UK Shared Prosperity Fund, most recently updated in a report to Policy & Strategy on 16 March 2023. The UK Shared Prosperity Fund (UKSPF) is a central pillar of the UK Government’s Levelling Up agenda, with North Lanarkshire receiving an allocation of £13,871,047 of which £11,475,645 is core UKSPF funding and £2,395,402 is ringfenced for delivery of activity under Multiply (to improve adult numeracy skills). The funding is allocated across financial years 2022/23 – 2024/25. 1.2 Under the theme of Communities & Place, funding has been approved for a number of projects, with the key ambition of achieving the following objectives: • Strengthening our social fabric and fostering a sense of local pride and belonging, through investment in activities that enhance physical, cultural and social ties and access to amenities, such as community infrastructure and local green space, and community-led projects. • Building resilient, healthy and safe neighbourhoods, through investment in quality places that people want to live, work, play and learn in, through targeted improvements to the built and natural environment innovative approaches to crime prevention. 1.3 Within three of the Communities and Place interventions there is provision to offer Challenge Funds: S8 Impactful volunteering and/or social action projects S9 Investment in capacity building and resilience for local groups S12 Digital infrastructure for local community facilities 1.4 This report presents the challenge fund specifications to support Volunteer NL, Community Funds and Digital NL - for consideration and approval by the Communities Committee. 2. Report 2.1 Funding for the Volunteer NL programme aims to provide support for volunteering initiatives to help expand volunteering opportunities across North Lanarkshire. Led by Active & Creative Communities, the project will seek to engage volunteers to operate across a range of roles within North Lanarkshire Council, and offer wider support to volunteers operating in community groups and sporting clubs across North Lanarkshire. 2.2 The Community Empowerment Fund seeks to increase action and capacity around the delivery of the 9 Local Outcome Improvement Plans for North Lanarkshire. The fund will be focused on participatory budgeting approaches to decision making for specific projects and initiatives to support the delivery of LOIP priorities in the 9 Community Board areas. The fund will aim to support, enhance, and increase engagement with local communities to help deliver key outcomes and agreed priorities. Learning from the approach will be used to inform future engagement methods, grant making and project delivery approaches. The delivery of this fund will be led by the Community Partnership team. 2.3 The third challenge fund will support North Lanarkshire’s Digital and IT Strategy. In particular, it will contribute to the Digital Communities theme which aims to enhance Page 22 of 276
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the coverage and reach of digital networks to all homes and businesses, eliminating areas of low connectivity, driving take up, tackling areas of digital exclusion, and creating markets that support affordability and give individuals and businesses improved choices. Community groups will be able to apply for funding to improve the digital connectivity within their local community facility. This in turn will allow increased use of the facility by other local groups, provide an extended range of activities from the facility and increase engagement from the community as a whole. 2.4 All three projects provide the opportunity to be delivered through a challenge fund approach. The UK Government defines a challenge fund as where applicants compete against pre-published criteria for portions of a funding envelope, which has been allocated for a particular purpose. 2.5 The challenge fund approach involves inviting proposals from organisations wishing to deliver activity as part of the UKSPF programme in North Lanarkshire. Proposals will be assessed against the objectives of the UKSPF as well as their contribution to local priorities and the outputs/outcomes of the relevant UKSPF intervention. 2.6 Each of the challenge funds has a minimum and maximum level of funding which can be applied for. In exceptional circumstances, proposals below the minimum application level may be accepted. However, applications requesting an amount above the maximum application level will be rejected. In selecting the proposals to be funded North Lanarkshire Council will prioritise those proposals that have the greatest potential to deliver against key local growth priorities. 2.7 It is anticipated that the first round of Challenge Funds will run in 2023/24 (from September 2023 – March 2024) and the second in 2024/25. Specifications for applicants have been developed with outline details as shown below and in Appendix 1: Intervention Budget available to 31 March 2025 Minimum award Maximum award S8 Funding for impactful volunteering and/or social action projects (revenue) £90,000 £500 £3000 (Based on 23-30 organisations supported) S9 Investment in capacity building, resilience and infrastructure support for local civil society and community groups (revenue) £595,000 £5,000 £20,000 (based on 40 – 60 organisations supported) S12 Investment and support for digital infrastructure for local community facilities (capital) £195,427 £2,500 £5,000 (40 premises improved) 2.8 Subject to approval, information on all Challenge Funds will be circulated to relevant groups across North Lanarkshire. A Challenge Fund Assessment Panel of relevant officers and where appropriate representatives from partner bodies will be set up to consider and approve applications to funds. Page 23 of 276
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3. Measures of success 3.1 To maximise North Lanarkshire’s allocation of UKSPF funding by 31 March 2025 to achieve outputs and outcomes that positively deliver against the priorities and ambitions of the Plan for North Lanarkshire and related Programmes of Work. 4. Supporting Documentation 4.1 Appendix 1: Draft Challenge Fund Specification – Volunteer NL Draft Challenge Fund Specification – Community Fund Draft Challenge Fund Specification – Digital NL Pamela Humphries Chief Officer (Place) Page 24 of 276
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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? An EQiA has been drafted and initial comments received from the UKSPF Internal Working Group. This is due to be updated and presented to the Project Board for consideration and approval and will then be published. If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Financial Solutions are closely involved in the work of the overall UKSPF Group and Programme Board. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? While there are staffing implications associated with UKSPF interventions, there are no impacts arising from the implementation of the Challenge Funds. 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☒ No ☐ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? GCC as lead local authority will receive a grant determination letter and Memorandum of Understanding setting out UKSPF requirements and obligations. A Pass-down Agreement and associated Assurance Framework has been agreed and forms the basis of the relationship between GCR and the 8 member authorities with regards to UKSPF. Page 25 of 276
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5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☒ No ☐ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The Digital NL challenge fund will provide funding for community groups to enhance the connectivity within local community facilities. All on-going revenue costs will be met by the community groups. Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Subject to approval, it will be critical to work with Corporate Communications to highlight the opportunities presented by the Challenge Funds. 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 UKSPF Project Board has considered key risks in the delivery and management of the NL UKSPF Investment Plan. A full risk matrix and mitigating actions has been approved by the Board and is reviewed at each meeting. Page 26 of 276
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5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 27 of 276
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Appendix 1 Volunteer NL UKSPF Theme Communities and Place Intervention S8 – Funding for impactful volunteering and/or social action projects Challenge Fund Overview The Community and Place theme aims to: • Strengthen our social fabric and foster a sense of local pride and belonging, through investment in activities that enhance physical, cultural and social ties and access to amenities, such as community infrastructure and local green space, and community-led projects. • Build resilient, healthy and safe neighbourhoods, through investment in quality places that people want to live, work, play and learn in, through targeted improvements to the built and natural environment and innovative approaches to crime prevention. North Lanarkshire Council’s commitment to volunteers and the significant contribution they bring to the community was recognised with the approval of the Active Participation Policy in 2022. Before the impact of the pandemic, Volunteer Scotland estimated that over 48% of adults in Scotland – 2.17 million people – have participated in some form of formal or informal volunteering activity. This equates to 361 million hours of help, providing £5.5 billion to the Scottish economy. The impact of the pandemic increased volunteering activity to 74% in Scotland, and while these numbers have since diminished as people revert back to “normality” in their working lives, there remains increased participation in Scotland of around 59%. Volunteering helps to break down social barriers and offer people an opportunity to socialise with people from different social and cultural backgrounds. The Volunteer NL project seeks to engage volunteers to operate across a range of roles within North Lanarkshire Council, while supporting wider support to volunteers operating in community groups and sporting clubs across North Lanarkshire and their development of volunteer pathways. Eligible Applicants Applicant organisations must be governed by people who are elected or appointed by the members of the organisation and the organisation and membership must be open to appropriate sections of the community. Religious organisations may apply if the focus of the project is open to all sections of the community, and it doesn’t involve the promotion of a particular faith or religious viewpoint. Page 28 of 276
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Parent Councils may apply for activities run by them outwith school hours but not for materials for school curricular work. Individuals, profit distributing organisations, private clubs, political parties and Trade Unions are not eligible to apply. Outputs/outcomes It is expected that grants will be awarded to 20 community and voluntary groups across North Lanarkshire. Costs It is anticipated that grants awarded will range from £500 and not exceed £3,000 unless there are exceptional circumstances which result in costs exceeding this value and a justification for this is provided. Grants are available for the purposes of supporting volunteer development within your group. Grants cannot be used to support costs associated with paid employees who may be associated with your organisation. Grants may not be used to fund costs already incurred or repairs / improvements to premises not owned by or leased to the organisation applying. An example of costs which may be covered include: • Promotion/marketing of opportunities aimed at recruitment of new volunteers. • Events supported by the contribution of volunteers • Training for volunteers • Uniforms/PPE • Travel expenses for volunteers • Miscellaneous volunteer expenses Project Assessment You must provide a statement on why you need funding to take this project forward. This should include expected impact on the community, with a particular reference on how your project will strengthen social fabric and lead to demonstrable community benefits. Although not specifically used as an assessment criteria, the strongest applications will reinforce the council’s commitment to the Plan for North Lanarkshire. Applications will be assessed against the following criteria: • What additional services will be delivered? • How will existing services be improved? • What training do you hope to provide and how will this bring tangible benefits for the volunteers and the group? • Will existing (and new) services be more accessible? • How many users are likely to benefit? • Will the improvement benefit an area of deprivation, including areas of rural isolation? A Volunteer NL Challenge Fund Assessment Panel will be set up to consider and approve applications to this fund. Page 29 of 276
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Community Empowerment Fund UKSPF Theme Communities and Place Intervention S9: Investment in capacity building, resilience (including climate change resilience) and infrastructure support for local civil society and community groups Challenge Fund Overview The Community and Place theme aims to: • Strengthen our social fabric and foster a sense of local pride and belonging, through investment in activities that enhance physical, cultural and social ties and access to amenities, such as community infrastructure and local green space, and community-led projects. • Build resilient, healthy and safe neighbourhoods, through investment in quality places that people want to live, work, play and learn in, through targeted improvements to the built and natural environment and innovative approaches to crime prevention. Within the Communities and Place theme the North Lanarkshire UKSPF investment plan will be delivered through a number of interventions. This includes an allocation to provide a Community Empowerment Fund for delivery of local community led priorities linked to the 9 Local Outcome Improvement Plans (LOIP’s). This will be delivered through a challenge fund, where community groups can make an application for funding for specific projects and initiatives to support the delivery of LOIP priorities in the 9 Community Board areas. The fund will be administered as a small grant scheme and will mainly be focused on participatory budgeting approaches to decision making, As well as adding value in terms of financial resources the fund will support, enhance, and increase engagement with local communities and their role in development and delivery of activity towards achieving key outcomes in relation to agreed priorities. Learning from the approach will be used to inform engagement methods, grant making and project delivery approaches. A proportion of the budget for each year will be allocated specifically to supporting the Councils approach to Community Ownership and Management of assets. This can be accessed by groups with aspirations around community ownership to contribute to some of the one off costs associated with such things as feasibility, valuation and condition reports. The North Lanarkshire model for working with communities is organised around • Support to 9 Community Boards as the agreed locality governance for community participation in Community Planning. Page 30 of 276
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• Work with communities across the 9 Board areas to deliver Local Outcome Improvement Plans reflecting the ambitions and Programmes of Work within The Plan for North Lanarkshire (TPFNL) and priorities for their area; • Coordination of engagement activity and use of council and partnership resource for key parts of TPFNL relevant to a particular area or community of interest/identity; • Creation of opportunities for local people to influence use of Council and where appropriate partnership resources through a sustainable Participatory Budgeting model taking advantage of joint resourcing opportunities. The Community funds proposal will help to achieve this by providing local communities with opportunities to have a say in the projects that will be supported through a participatory budgeting approach to community grants. Eligible Applicants To be eligible to apply for funding, the applicant must be a constituted community or voluntary organisation with their own bank account. Organisations must be operating and delivering services or activities for the benefit of North Lanarkshire residents. Applicant organisations must be governed by people who are elected or appointed by the members of the organisation and the organisation and membership must be open to appropriate sections of the community. Religious organisations may apply if the focus of the project is open to all sections of the community, and it doesn’t involve the promotion of a particular faith or religious viewpoint. Parent Councils may apply for activities run by them outwith school hours and for the benefit of the wider community but not for materials for or activities to support school curricular work. Individuals, profit distributing organisations, private clubs, political parties and Trade Unions are not eligible to apply. Outputs/ outcomes • Increase numbers of people engaging in local participation mechanisms and conversations about local matters and to inform local action by 25% • Increase capacity of voluntary organisations in the delivery of local priorities through the LOIP process (minimum of 40 organisations supported) • Improve capacity of NLC and partnership agencies to rollout participatory budgeting approaches as an engagement tool and to assist with mainstreaming of such approaches (Delivery approach in place and being effectively monitored) • Identify opportunities to improve existing grant and funding mechanisms to ensure they are responsive to local need and support a strong and engaged community and voluntary sector (Review of wider grants framework) Page 31 of 276
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Costs The grant awarded to any one organisation will not exceed £10,000 in year 2 and £20,000. However joint applications from two or more organisations for a higher amount may be considered and must not exceed £20,000 in year 2 and £40,000 in year 3. This fund will not support capital works and the following provides examples of the type of costs that can be funded. However, this is not an exhaustive list and other costs will be considered if they meet the criteria for the fund: • Staff costs associated with delivery of funded proposals or initiatives • Cost of materials to undertake engagement activity or delivery of funded proposals including small items of equipment (generally less than £5K) • Marketing and publicity costs for funded activity and associated engagement • Community Events and activities • Supporting Community Engagement and Participation – venue and equipment hire for community events, engagement tools, online engagement, improving accessibility. • Capacity building and training activity • Small scale costs associated with community aspirations around community ownership and management of assets (i.e., feasibility studies) The project must be complete and all costs incurred and claimed before 31 March 2025. Project Assessment You must provide project proposal. This should outline how your proposed activity or project will support one or more of the priorities set out in the Local Outcome Improvement Plans. Applications must evidence that you are a constituted group with your own bank account and that the service or activity that you are proposing • supports delivery of one or more of the Local Outcome Improvement Plans priorities for North Lanarkshire • is for the benefit of North Lanarkshire residents and aims to improve their lives • Is reflective of local community need and will not create duplication • Has been considered in terms of sustainability. For example if the project is short term in nature, how will learning or positive benefits be used to inform future delivery. Or how will the proposal be delivered beyond funding. • Does not have any negative environmental impacts and that the impact on equalities groups has been assessed Applications meeting the basic criteria outlined will be then be subject to a Participatory Budgeting process where local communities will have a say in what projects are supported. An Assessment Panel will be set up to consider and approve applications to this fund at various stages of the process. Page 32 of 276
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Digital NL UKSPF Theme Communities and Place Intervention S12 - Investment and support for digital infrastructure for local community facilities Challenge Fund Overview The Community and Place theme aims to: • Strengthen our social fabric and foster a sense of local pride and belonging, through investment in activities that enhance physical, cultural and social ties and access to amenities, such as community infrastructure and local green space, and community-led projects. • Build resilient, healthy and safe neighbourhoods, through investment in quality places that people want to live, work, play and learn in, through targeted improvements to the built and natural environment and innovative approaches to crime prevention. Within the Communities and Place theme the North Lanarkshire UKSPF investment plan will be delivered through a number of interventions. This includes an allocation to provide investment and support for digital infrastructure for local community facilities. This will be delivered through a challenge fund, where community groups can make an application for funding to improve the digital connectivity of their local community facility. This in turn will allow increased use of the facility by other local groups, provide an extended range of activities from the facility and increase engagement form the community as a whole. North Lanarkshire’s Digital and IT Strategy identifies Digital Communities as a key theme with the aim of enhancing the coverage and reach of digital networks to all homes and businesses, eliminating areas of low connectivity, driving take up, tackling areas of digital exclusion, and creating markets that support affordability and give individuals and businesses improved choices. This challenge fund is part of that overall aim and will contribute to the theme of digital communities by seeking to increase connectivity with a focus on supporting areas of digital exclusion. Funding will complement the existing Digital Infrastructure Connectivity procurement with its focus on the installation of fibre connectivity across local towns and villages, by supporting areas where this is not yet a viable option. This could be to either extend provision into new areas and facilities or to add to the current offer to make installation options more viable. It may also support other infrastructure developments where fibre is not an option. Page 33 of 276
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Eligible Applicants To be eligible to apply for funding, the applicant must be a constituted community or voluntary group and have responsibility for the management of the community facility where the improvements are to be made. The community facility must be located in North Lanarkshire. You must own or have a long term (10 year) lease in place for the community facility where the improvements are to be made. If you lease the facility, you must have written permission from your landlord agreeing to the improvements. The applicant will be responsible for ensuring all regulatory permissions such a building warrants and/or listed building consent are in place. As the funding available can only meet the costs associated with installing the required infrastructure, the applicant must be able demonstrate that they can meet the on-going revenue costs of the digital services such as your broadband subscription once the installation is complete. Outputs/ outcomes It is expected that grants will be awarded to up 40 community and voluntary groups across North Lanarkshire. Costs The grant awarded will not exceed £5,000 unless there are exceptional circumstances which result in costs exceeding this value and a justification for this is provided. The on-going service charges to provide digital services cannot be included in the application. A quote from the preferred provider must be provided to evidence the amount of grant being applied for. Please make sure you include VAT if you cannot reclaim it. The following provides examples of the type of costs that can be funded. However, this is not an exhaustive list and other costs will be considered if they meet the criteria for the fund: • Installation of fibre connectivity • Wireless access points and associated technology • Internal cabling and infrastructure to accommodate provision • Point to point wireless connectivity solutions The project must be complete and all costs incurred and claimed before 31 December 2024. Project Assessment You must provide a statement on why you need funding to take this project forward. This should include the impact on the local community facility where the connectivity will be improved and on the wider community that uses the facility. Applications will be assessed against the following criteria: • What additional services or benefits will be delivered from the community facility supported? • How will existing services be improved? Page 34 of 276
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• How will existing (and new) services be more accessible? • How many users are likely to benefit from the improved connectivity in their local community facility? • Will the improvement benefit an area of deprivation, including areas of rural isolation? A Digital Challenge Fund Assessment Panel will be set up to consider and approve applications to this fund. Additional Requirements Applicants should ensure that the activities set out in the application are not eligible for the UK Government’s Gigabit Broadband Voucher Scheme or the Scottish Government’s Scottish Broadband Voucher Scheme. Details of how the two schemes can work together can be found here. Applicants can check eligibility for the Scottish Broadband Voucher scheme here. Eligibility for these schemes must be utilised before applications to this challenge fund will be considered. Where appropriate the Council will consider the use of the Digital NL SPF as a top-up for other funding awarded. This will be dependent on the total cost of the project and overall benefits it will bring to the local community. Applicants seeking a top up should email uksharedprosperityfund@northlan.gov.uk providing details of the costs and other funding in place prior to submitting an application so that further advice can be provided. Supporting Documents All applicants must submit the following in order to apply to this challenge fund: • Application form – a completed digital connectivity application form duly signed by an authorised Board or committee member of the applicant. • Evidence of incorporation – such as the constitution or memorandum and articles of association of the applicant group • Evidence of ownership or lease of the community facility where the improvements will take place – this could be a copy of the lease summary for the premises or proof of ownership. If the facility is leased confirmation of the landlord’s approval of the work will also be required. • Evidence of project costs – this will normally be a quote from the preferred supplier and will include VAT where applicable. • Cashflow projection – this should be provided for the following 12 month period to provide evidence that the applicant can meet on- going revenue costs related to the improvement in connectivity All applications and supporting documentation must be submitted by e-mail to uksharedprosperityfund@northlan.gov.uk and include Digital NL in the subject line. Applications will be accepted and assessed on a rolling basis and decisions communicated as soon as practical. Page 35 of 276
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Appraisal and Decision Applicants must receive a decision on their application from North Lanarkshire Council, before any purchases are made, project works begin, or any other activity or expenditure relating to the project commences. Any goods or services purchased, or activity undertaken before a grant decision is made will subsequently be ineligible for grant payment and may result in the entire grant award being cancelled. All applicants (successful and unsuccessful) will be notified of the decision by e-mail in the first instance. Successful applicants will subsequently receive an award letter (sent to the address specified in the grant application), including a Grant Acceptance Form which must be signed, dated and returned within 21 days of the award date specified on the grant award letter. Grant Claims Applicants can submit a claim for grant payment once the project has been successfully completed as set out in the original application form and all suppliers have been paid. A claim form must be complete and submitted along with evidence of the spend incurred including copies of all invoices and copies of the community groups bank statements showing all payments in respect of this project. All grant claims must be submitted along with supporting evidence no later than 31 December 2024. Bank statement requirements: a complete bank statement must be provided which shows: • the business name • sort code • account number • invoice being debited from the bank account (supplier name must be visible and amount must match) • the statement balance the day before and after the payment is made, as this provides confirmation of defrayal Supplier invoices: hand-written invoices or receipts suggesting payment has been received are not sufficient proof of payment. Formal invoices on the supplier’s headed paper must be provided accompanied by bank statement evidence. Once the installation has been completed, applicants will be required to submit further monitoring reports to ensure that the benefits of the project are realised. Monitoring information will be required up to June 2025. Other considerations All applications will be subject to a subsidy control assessment prior to award. Page 36 of 276
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref JON/HL Date 21/08/23 Cumbernauld Theatre Trust – Funding Agreement 2023/24 From Janie O’Neill, Chief Officer of Education (South) E-mail liddleh@northlan.gov.uk Telephone 07976 726496 Executive Summary This report seeks approval of the proposed funding agreement for Cumbernauld Theatre Trust (CTT) for the period 2023-24 and provides an update on operation of the Lanternhouse Venue over the last year. Recommendations It is recommended that the Communities Committee: (1) Approve the funding of Cumbernauld Theatre Trust to the value of £100,300 for the period 2023-24. (2) Otherwise, note the contents of the report The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition statement (15) Encourage the health and wellbeing of people through a range of social, cultural, and leisure activities Item 5 Page 37 of 276
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1. Background 1.1 Cumbernauld Theatre Trust (CTT) began operating from the new, custom-built theatre on the Cumbernauld Academy campus in September 2021. Working in partnership with North Lanarkshire Council, the Lanternhouse Theatre offers a varied and quality cultural programme and works in support of the creative industries. The venue provides access to the community, an asset to schools, community groups and colleges and also works to improve employability opportunities in North Lanarkshire. 2. Report 2.1 In line with the council’s ongoing support of CTT and our shared partnership within the Lanternhouse, a grant of £100,300 is proposed for 2023-24. This commitment supports the work of CTT and in addition, underpins the council’s commitment to improving the health and wellbeing of our communities by supporting participation in a range of social, cultural and leisure activities. The performance of CTT will be monitored by the Active & Creative Communities Manager who will attend quarterly meetings of the CTT Board and work in partnership with the organisation to maximise the success of this important community venture. Towards the end of 2021, North Lanarkshire Council opened one of the first staff drop-in hubs with both meeting rooms and desk space available for agile working. With the ongoing development of the staff hub model, and the new space now available at Broadwood Stadium, the staff hub at the Lanternhouse now focuses primarily on the provision of meeting space for teams across the council. 2.2 North Lanarkshire Council has a strong partnership with CTT, with the council responsible for the management of community hires and the overall operation of the building. 2.3 CTT have experienced another positive year of engagement, albeit it is recognised that much of the theatre landscape continues to be challenged post-recovery from the pandemic. The Trust continue to focus on supporting in-house production wherever possible, with a range of collaborative productions led by local groups being given the opportunity to present in a first-class theatre environment. Supporting visitor theatre companies across Scotland has generated good levels of income and highlighted the importance of the venue to the overall Creative Scotland agenda. CTT income also relies on cinema use with a range of popular films shown throughout the year. Moving forward, the Trust are seeking to better understand and target services to their audience and a focus on marketing and communication is key at this time. Working in partnership, the council has provided an opportunity to also tie in with Active & Creative Communities customer base to share offers, as appropriate. 3. Measures of success 3.1 Achieved ambition of delivering a cultural and community hub which presents a varied and quality cultural programme and supports the creative industries. The venue provides access to the community, provide an asset to schools, community groups and colleges and also improve employability opportunities in North Lanarkshire. Page 38 of 276
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4. Supporting Documentation 4.1 N/A Janie O’Neill Chief Officer of Education (South) Page 39 of 276
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? Discussions with Financial Solutions have confirmed funding is in place to support this recommendation. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ Page 40 of 276
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If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 41 of 276
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☐ Yes ☒ No Ref SP/LP/MH Date 21/08/23 Voluntary Action North Lanarkshire (VANL) Annual report for 2022/23 From Stephen Penman, Chief Officer – Strategic Communication and Engagement E-mail penmanste@northlan.gov.uk Telephone 07947997750 Executive Summary Voluntary Action North Lanarkshire (VANL) receives funding from North Lanarkshire Council under a Service Level Agreement to provide support in delivering the Plan for North Lanarkshire with a focus on: • capacity building of the community and voluntary sector to help strengthen their contribution to community wellbeing • community empowerment and engagement • volunteering. The appended annual report provides a summary of VANL’s contribution to delivering the Plan for North Lanarkshire, through its role in supporting the above key areas of focus. Recommendations It is recommended that the Communities Committee: (1) Endorses the content of the annual update report contained at appendix 1 and acknowledges the role of VANL in supporting the contribution of the Community and Voluntary Sector (CVS) in key elements of The Plan for North Lanarkshire. The Plan for North Lanarkshire Priority Enhance participation, capacity, and empowerment across our communities Ambition statement (20) Improve the involvement of communities in the decisions, and development of services and supports, that affect them Item 6 Page 43 of 276
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1. Background Voluntary Action North Lanarkshire (VANL) 1.1 Voluntary Action North Lanarkshire (VANL) is one of 32 Third Sector Interfaces (TSIs) in Scotland aligned to each of the Scottish local authorities to support the role and contribution of the Community and Voluntary Sector (CVS) in delivery of both national and local priorities. The remit of VANL is to: • Support capacity-building of the community and voluntary sector (CVS – also known as the “third sector”) to help improve effectiveness and sustainability including advice, training, and management of funding awards on behalf of funders. For example VANL hosts and manages the Health and Social Care North Lanarkshire’s (HSCNL) Community Solutions Programme. • Support community empowerment by facilitating CVS and public engagement in community planning and other, linked partnerships - to help improve social, economic and environmental wellbeing and equality • Support volunteering. VANL is a registered charity and is governed by a board of trustees who live and/or work in North Lanarkshire. VANL is independently audited each year and submits its Trustee s’ Annual Report with audited accounts to the OSCR (Office of the Scottish Charity Regulator). VANL is a Fair Work employer, accredited as a Living Wage, Disability Confident and Carer Positive employer and promotes these standards to the North Lanarkshire CVS. VANL’s work in supporting delivery of the Plan for North Lanarkshire is supported by core grant funding from the Scottish Government, North Lanarkshire Council and Health and Social Care North Lanarkshire. VANL’s current three-year Service Level Agreement with the council ends in March 2024. 2. Report 2.1 The service level agreement between VANL and North Lanarkshire Council for 2022- 23 was supported by a funding allocation of £191,532.50. An additional one-off allocation of £60,000 was paid to VANL for 2022-23 to support the development of the CommUnity Agreement with Community Planning partners and local communities. 2.2 The current Service Level Agreement outlines how VANL will support delivery of key priorities within The Plan for North Lanarkshire and the Framework for Working with Communities with a specific focus on supporting the role of the CVS in local community planning through Community Boards, their LOIP;s and local community engagement and participation mechanisms. The following services are supported by funding from NLC (and also supported by core funding from Scottish Government Third Sector Unit). • 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) Page 44 of 276
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• Action on NLP and NLC priority themes including climate emergency; digital inclusion; tackling poverty; mental health and wellbeing • 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. • 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. The current Service Level Agreement is due to end in March 2024. 2.3 VANL works closely with the Community Partnership Team and other council services and partner agencies to deliver key areas of work associated with the Service Level Agreement. Progress reporting and monitoring of the SLA includes: • Progress report is submitted to the Council on a 6 monthly basis • 6 monthly monitoring meeting with the Community Partnership Manager • Regular liaison meetings 2.4 The appended report provides a comprehensive overview of how VANL supports delivery of the Plan for North Lanarkshire against all priorities and the majority of ambitions. The information provided in this report summarises VANL’s activities to support CVS capacity building, community empowerment and engagement and volunteering during 2022-23. 2.5 This information is complemented by more detailed reports which are – or will soon be - available online. • VANL’s Trustees’ Annual Report with audited accounts • Community Solutions Programme Annual Reports • Community Solutions Impact and Learning Reports for individual funds – e.g. Children and Young People’s Mental Health and Wellbeing Fund 3. Measures of success 3.1 VANL records and reports on its activity in supporting delivery of all Plan for North Lanarkshire Ambitions (except for sub ambitions 1.3 and 1.4.) 3.2 From autumn 2023 VANL will also capture stakeholder feedback on the quality and benefit of our support and include this in future annual reporting. Page 45 of 276
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4. Supporting documentation 4.1 Appendix 1 - Plan for North Lanarkshire and Voluntary Action North Lanarkshire Progress 2022-23 Stephen Penman Chief Officer Strategic Communication and Engagement Page 46 of 276
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Page 47 of 276
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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? The report references the North Lanarkshire Partnership’s Action on Climate Together collaboration and linked Green Wellbeing Project and the role of VANL in supporting both. 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? This report sets out how the council is enabling VANL through its core grant to provide vital support to the CVS so the sector is more able to support community wellbeing and equality in line with the ambitions of the Plan for North Lanarkshire. 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). VANL supports the North Lanarkshire Community and Voluntary Sector to contribute to delivery of the Plan for North Lanarkshire and linked Childrens’ Services Plan by providing services and support to children, young people and Page 48 of 276
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families to improve their wellbeing and equality in line with their human rights. VANL is working with the CVS to increase awareness and compliance with the Rights of the Child. If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☒ Page 49 of 276
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Plan for North Lanarkshire: Contribution by Voluntary Action North Lanarkshire 2022-2023 1. Introduction and Overview VANL supports delivery of the plan for North Lanarkshire as follows. 1.1 By providing vital capacity-building support to the Community and Voluntary Sector (CVS) to help them to sustain and improve their public-facing services that contribute to delivery of the Plan for North Lanarkshire, including guidance and advice on set up; governance; strategy; income generation; HR; finance; ICT; communications; performance management and evaluation. 1.2 Hosting and managing Health and Social Care North Lanarkshire’s (HSCNL) Community Solutions Programme, including management of over £3 million in funding awards annually, of which 50% supports community-based mental health and wellbeing initiatives – a major priority for Local Outcome Improvement Plans (LOIPs). 1.3 Working closely with council, NHS, police and fire colleagues to support CVS organisations’ and residents’ engagement in community planning at locality and NL-wide levels – supported by “community wealth building” and wellbeing and equalities perspectives and goals. This includes the following: • delivery and monitoring of LOIPs • convening Community Boards • wider community engagement through Community Board topical sub-groups and other activities • development – and once agreed implementation - of our new CommUnity Agreement • climate and green action, through Action on Climate Together North Lanarkshire and Green Wellbeing Project • participation and representation on NLP’s Strategic Leadership Board • engagement with linked partnerships, strategies and initiatives including Childrens’ Services Partnership; HSCNL; Local Employability Partnership; Tackling North Lanarkshire Poverty Strategy; NL Social Enterprise Strategy Group, Framework and Action Plan; Lanarkshire Mental Health Strategy; Lanarkshire Green Health Partnership Appendix 1 Page 50 of 276
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1.4 Supporting development and delivery of volunteering in North Lanarkshire by: • convening and supporting the North Lanarkshire Volunteering Partnership • facilitating development of the new North Lanarkshire Volunteering Strategy (2022-23) and then working with partners to support delivery • promoting volunteering to increase awareness and encourage more volunteers and volunteer roles • supporting volunteers to find suitable roles • providing guidance and support to volunteer-involving organisations including assistance with volunteer-friendly accreditation. 1.5 VANL receives funding to support the above work from several sources. • North Lanarkshire Council • Scottish Government Third Sector Unit • Health and Social Care North Lanarkshire 1.6 Section 2 below provides reports in more detail on VANL’s contribution to the supporting delivery of the Plan for North Lanarkshire and the nine linked Local Outcome Improvement Plans, primarily by supporting the CVS. Delivery of this work is supported by VANL’s funding from all three sources in a complementary way providing synergy and added value to each funder. This funding has remained largely the same for the last twelve years. Page 51 of 276
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2. Plan for North Lanarkshire and Contribution by the Community and Voluntary Sector and Voluntary Action North Lanarkshire Plan for NL Priority 1: Improve economic opportunities and outcomes NL Community and Voluntary Sector (CVS) Contribution to Ambition 1.1 VANL General and Ongoing Contributions to PNL Ambition 1.1. VANL Specific and Contributions To PNL Ambitions: 1.1; 1.2 and 1.5 2022/2023 Ambition 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 general support for the CVS and community planning. . See below NB PNL Ambitions 1.3 Maximise the use of our marketable land and assets through improved development in business and industrial infrastructure and 1.4 Market and promote North Lanarkshire as the place to live, learn, work, invest, and visit are not included in this table as the CVS sector and VANL do not make significant contributions to these issues. Page 52 of 276
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Plan for NL Ambitions 1.2 and 1.5 NL Community CVS Contribution to Ambitions 1.2 and 1.5 VANL General and Ongoing Contributions to PNL Ambition 1.2 and 1.5 VANL Contributions To PNL Ambitions 1.1; 1.2 and 1.5: 2022-2023 1.2 Refocus our town centres and communities to be multi-functional connected places which maximise social, economic, and environmental opportunities and 1.5 Grow and improve the sustainability and diversity of North Lanarkshire’s economy The NL CVS supports delivery of ambitions in many ways. • Providing a wide range of community services including social housing; community transport; money advice; employability support; environmental improvements. • Running community centres and facilities. • Employing local people and supporting wide ranging volunteering opportunities. • Participating in our nine Community Boards and linked subgroups and supporting wider community engagement. • VANL staff support the CVS to contribute to “place-based” planning to improve residents wellbeing across social, economic and environmental issues. through participation in community planning at locality level and also through the Community Solutions Programme as outline in various sections of this report. • VANL staff support the CVS contribution to employability by convening a NL CVS Employability Network, which supports CVS organisations to share information, provide peer support, develop joint initiatives and influence local and national policy. There are nearly 80 network members, with 30 regular participants. A member of VANL’s staff also represents this network and CVS on NL’s Local Employability Partnership (LEP). NL-wide • VANL staff convened and supported quarterly meetings of the NL CVS Employability Network and provided 3 Employability bulletins. VANL staff also liaised with the NL Local Employability Partnership (LEP) to represent CVS views and needs and access to funding. (Also see resources section) • VANL staff participated in regular meetings of the NL Social Enterprise Strategy Group convened by the council’s Enterprise Team and also the NL Social Enterprise Network. • VANL staff also provided Advice to seven organisations on start-up and organised a Start-up Social Enterprise workshop with Elevator with 4 participants. Page 53 of 276
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Plan for NL Ambitions 1.2 and 1.5 cont. NL Community CVS Contribution to Ambitions 1.2 and 1.5 cont. VANL General and Ongoing Contributions to PNL Ambition 1.2 and 1.5 cont. VANL Contributions To PNL Ambitions 1.1; 1.2 and 1.5: 2022-2023 cont. See above . See above • VANL staff support development of Social Enterprise in NL through 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 staff provide capacity-building support to the CVS so they are more able to sustain their contribution to local communities and the local economy including: o supporting income generation (see Section 5 on resources) o providing information guidance, on a wide range of organisational issues such as governance, finance, HR. • See Section 5 on Resources for details of VANL’s income generation support to the NL CVS • See Section 4 on Community Engagement etc on VANL’s capacity building support for the CVS. Page 54 of 276
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Plan for NL Priority 2: Support all children and young people to realise their full potential. NL Community CVS Contribution to Ambition 2 VANL General and Ongoing Contributions to PNL Ambition 2 VANL Contributions To PNL Ambition 2: 2022-2023 Ambitions 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. Provision of support to children, young people and families through activities and services such as: • befriending and mentoring • play groups • food support, including emergency food; cooking skills; nutritional advice • mental health support • money advice and affordable credit • parenting and family support • physical activity/sports • social housing and housing support • children’s clubs and youth groups VANL staff support the CVS on their work to support children, young people and families in a variety of ways. • Providing information and guidance as part of VANL’s CVS capacity building support (see other sections), • Providing income generation support to the CVS (also see Section 5 on Resources). • Convening the NL CVS Children, Young People and Families (CYPF) Network to support information sharing; learning; and partnership working. • Supporting consideration and action on CYPF issues at locality level through Community Planning Localities and Community Solutions Locality Consortia. • For CVS capacity building support see sections 4 and 5. • VANL’s staff worked with school clusters and other council staff to manage delivery of Phases Two (2021-22) and Three (2022-23) of the CYP Community Mental Health and Wellbeing Fund. CVS groups were awarded around £400K in each phase. VANL also supported funded projects to evaluate and report on their reach and impact. (See Impact and Learning Report for Phase 2 and forthcoming Phase 3 report.) • Many CVS organisations supporting CYPF also secured small grants through the Community Solutions Local Activity Funds. • VANL staff convened four NL CVS CYPF Network meetings and communicated with members on a regular basis to share key information and support their contributions to partnership working. Page 55 of 276
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Plan for NL Ambition 2.5 NL Community CVS Contribution to Ambition 2.5. VANL General and Ongoing Contributions to PNL Ambition 2.5 VANL Contributions to PNL Ambition 2.5: 2022-2023 Engage with children, young people, parents, carers, and families to help all children and young people reach their full potential. • 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 • Representing the CVS on the cross-sector Improving Children’s Services Officers Group and Children’s Services Partnership Board (through VANL CEO). • VANL’s CEO and Senior CYPF Development Officer participated in most of the Childrens Services Partnership Officer and Board meetings during 2022-23, which are held quarterly. Page 56 of 276
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Plan for NL Priority 3: Improve the health and wellbeing of our communities NL Community CVS Contribution to Ambition 3.1 VANL General and Ongoing Contributions to PNL Ambition 3.1 VANL Contributions to PNL Ambition 3.1: 2022-2023 Ambition 3.1 Increase economic opportunities for adults by understanding, identifying, and addressing the causes of poverty and deprivation and barriers to financial inclusion. 3.1 Tackling Poverty • 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. 3.1 Tackling Poverty • VANL’s CEO and Senior CYPF Development Officer are members of NLC’s Tackling Poverty Officers Group, along with reps from several other CVS organisations, to contribute to partnership planning on tackling poverty issues from CVS perspective. • VANL’s development staff support the NL CVS in the 9 community planning localities to contribute to action to tackle poverty, working with Community, Boards and statutory partners. 3.1 Tackling Poverty • VANL staff participated in NLC’s Tackling Poverty Officer Group meetings. • VANL hosted two meetings for the CVS to discuss cost of living issues - one focussing on the impact on demand for their services and the other on CVS organisations’ costs and funding challenges. • VANL continued to support CVS organisations on employability issues (see Section 1.2). • VANL’s annual CVS conference in Oct. 2022 on the theme of Community Wealth Building included a workshop on the role of CABs in helping to tackle poverty. Page 57 of 276
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Plan for NL Ambitions 3.2, 3.3.and 3.4 NL Community CVS Contribution to Ambitions 3.2, 3.3 and 3.4 VANL General and Ongoing Contributions to PNL Ambitions 3.2, 3.3 and 3.4 VANL Contributions To PNL Ambitions 3.2, 3.3 and 3.4: 2022-2023 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 Public protection 3.2, 3.3 and 3.4 CVS support and services • advocacy • befriending and mentoring • carer support (direct and indirect) • community transport and active travel initiatives • 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 3.2., 3.3 and 3.4 Community Solutions Programme VANL hosts and manages the NL Community Solutions (CS) Programme on behalf of funders - including HSCNL, Scottish Govt and NLC managing over £3 million a year in funding to the CVS. (Also see Section 5 on resources.) 3.2., 3.3 and 3.4 Community Solutions Programme • VANL staff managed funding awards to CVS organisations of over £3 million during 2022-23. • VANL staff supported funded projects to evaluate and report on the reach and impact of this funding. (See separate Community Solutions Annual Report 2021-22 and forthcoming report for 2022-23.) • VANL staff facilitated development and agreement of: o a new HSCNL Community Solutions Strategy and Investment Plan 2022-25 Page 58 of 276
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Plan for NL Ambitions 3.2., 3.3. and 3.4 cont. NL Community CVS Contribution to Ambitions 3.2, 3.3 and 3.4 cont. VANL General and Ongoing Contributions to PNL Ambitions 3.2, 3.3 and 3.4 cont. VANL Contributions to PNL Ambitions 3.2, 3.3 and 3.4: 2022-2023 cont. See above See above See above o development of a new Community Solutions “Improving Lives Initiative” which will support an additional investment of over £1.5 million over two years to strengthen community-based support to improve health and wellbeing to be delivered from summer 2023. • VANL staff continued to support CVS organisations to share information, work together and influence wider HSCNL planning by convening the following NL-wide CVS networks: o Befriending Network o Children, Young People and Families o Mental Health and Wellbeing Network Page 59 of 276
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Plan for NL Ambitions 3.2., 3.3. and 3.4 cont. NL Community CVS Contribution to Ambitions 3.2, 3.3 and 3.4 cont. VANL General and Ongoing Contributions to PNL Ambitions 3.2, 3.3 and 3.4 cont. VANL Contributions to PNL Ambitions 3.2, 3.3. and 3.4: 2022-2023 cont. See above See above See above • VANL’s senior staff (CEO and Senior Manager Community Solutions) continued to represent the NL CVS on key health and social care planning groups to support planning and delivery of social care with a focus on CVS role and learning from the Community Solutions Programme. This included: o Integrated Joint Board (IJB) (VANL CEO) o Strategic Leadership Team (Senior Manager CS) o Mental Health Strategy Board (VANL CEO) • VANL staff continued to support links between HSCNL and its Community Solutions Programme and Community Planning through participation in the six Community Solutions locality consortia and nine Community Planning localities Page 60 of 276
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Plan for NL Ambition 3.5 NL Community CVS Contribution to PNL Ambition 3.5 VANL General and Ongoing Contributions to PNL Ambition 3.5 VANL Contributions To PNL Ambition 3.5: 2022-2023 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 VANL supports CVS organisations providing social, cultural and leisure activities through our general CVS support services including provision of information; capacity building; funding awards. See other sections in this document. See other sections in this document. Page 61 of 276
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Plan for NL Priority 4: Enhance Participation, Capacity and Empowerment Across our Communities NL Community CVS Contribution to PNL Ambition 4.1 and 4.2 VANL General and Ongoing Contributions to PNL Ambitions 4.1 and 4.2 VANL Contributions To PNL Ambition 4.1 and 4.2: 2022- 2023 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. • Participation in locality Environment sub-groups linked to Community Boards. 4.1 and 4.2 Action on Climate Together NL and Green Wellbeing Project • VANL’s staff support green, environmental and climate awareness and action through our facilitation of NLP’s Action on Climate Together NL initiative and linked community Green Wellbeing Project. • Funding for CVS organisations through the Community Solutions Programme also supports a range of green related activities such as community gardening; conservation and walking groups. 4.1 and 4.2 Action on Climate Together NL and Green Wellbeing Project VANL staff continued to support ACT Now NL as follows. (See Act Now NL Annual Report 2022-23 for more details.) • Management of ACT Now NL website and other comms including issuing of three ACT Now NL ebulletins • Continued support to increase community climate awareness and action and links to green health and environmental protection – that is “green wellbeing” as follows. o Seeking funding through UK Community Lottery Climate Fund for funding to support local action in NL (unsuccessful). o Providing advice to local CVS organistions on climate issues. o Supporting development of a free, new national online support tool for the Scottish CVS – “Growing Climate Confident” for launch in summer 2023 which VANL will promote locally. Page 62 of 276
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Plan for NL Ambitions 4.1 and 4.2 cont. NL Community CVS Contribution to PNL Ambitions 4.1 and 4.2 cont. VANL General and Ongoing Contributions to PNL Ambitions 4.1 and 4.2 cont. VANL Contributions To PNL Ambitions 4.1 and 4.2: 2022- 2023 cont. See above See above 4.1 and 4.2 Action on Climate Together NL and Green Wellbeing Project cont. • Working with Scottish Community Climate Action Network and Voluntary Action South Lanarkshire to support development of a pan-Lanarkshire Climate Action Hub. • Preparing six Green Wellbeing Guides for publication in summer 2023. • Developing a Green Wellbeing interactive online map to show local activity. • Supporting the Holytown Climate Town initiative supported by Architecture Design Scotland with Scottish Govt. funding. • Developing a new project plan for all above – “Green Wellbeing” Project - and securing modest additional funding from NHS Lanarkshire to progress during 2023-24. • Convening quarterly meetings of the ACT NOW NL partnership Co-ordinating Group and providing regular reports on progress to NLP Strategic Leadership Board. Page 63 of 276
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Plan for NL Ambitions 4.3, 4.4 and 4.5 NL Community CVS Contribution to PNL Ambitions 4.3, 4.4 and 4.5 VANL General and Ongoing Contributions to PNL Ambitions 4.3, 4.4 and 4.5 VANL Contributions To PNL Ambitions 4.3,4.4 and 4.5.: 2022-2023 4.3 Ensure our digital transformation is responsive to all people’s needs and enables access to the services they need. Advocacy and direct support for digital inclusion, including provision of digital skills training and access to equipment and broadband. VANL staff supports digital inclusion in NL through participation in the Driving Digital NL Working Group involving members of all Community Boards. However, VANL does not currently have sufficient resources to contribute to this agenda significantly. A VANL staff member participated in Driving Digital Locally Working Group. 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 events. • Support for active citizenship and community engagement through Community Councils and Community Boards. VANL staff support community engagement and capacity building as follows. • Providing information and guidance to CVS organisations. • Supporting CVS organistions to share information; learn; work together; and contribute to Partnership working by: o convening the CVS Partnership Group and thematic CVS Networks • VANL staff provided a wide range of key information to the NL CVS including: o 32 e-alerts on issues such as funding, training, events and surveys o 3 x Community Solutions e-bulletins o 3 x Employability e-bulletins o 8 x Mental Health and Wellbeing e- bulletins Page 64 of 276
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Plan for NL Ambition 4.4 and 4.5 cont. NL Community CVS Contribution to PNL Ambition 4.4 and 4.5 cont. VANL General and Ongoing Contributions to PNL Ambitions 4.4 and 4.5 cont. VANL Contributions to PNL Ambitions 4.4 and 4.5: 2022- 2023 cont. See above • Supporting residents with physical and mental health problems on issues around self-directed support and recovery for people. o organising events for the CVS including their annual conference • Providing capacity building support to CVS organisations to help them become more effective and sustainable and so better able to support local people. • Supporting CVS and resident engagement in community planning through NLP including Community Boards; Strategic Leadership Board and development of a CommUnity Agreement • VANL staff organised four CVSPG meetings at which the following issues were discussed: o Community Planning - including Local Outcome Agreements (at each meeting) o CommUnity Agreement Community Boards o Employability issues o Annual NL CVS conference plan o North Lanarkshire Fair Funding Charter for CVS • In addition to convening various thematic networks cited throughout this report, VANL staff also convened three meetings of the NL Trustees Network. Page 65 of 276
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Plan for NL Ambition 4.4 and 4.5 cont. NL Community CVS Contribution to PNL Ambition 4.4 and 4.5 cont. VANL General and Ongoing Contributions to PNL Ambitions 4.4 and 4.5 cont. VANL Contributions to PNL Ambitions 4.4 and 4.5: 2022- 2023 cont. See above See above • Hosting and managing HSCNL’s Community Solutions Programme which includes provision of funding and support for six local CVS organisations and cross- sector consortia to support local engagement and contributions and management of six Local Activity Funds (LAF) providing small grants to community groups. (See section 3 above.) • Supporting CVS participation in NL Children’s Services Partnership (see Section 2 above.) • VANL staff provided capacity building guidance to NL CVS organisations as follows. o Independent Examinations: 34 organisations o Advice on Policies, Procedures and Governance: 57 organisations o General organisational development: 37 organisations o HR – 8 organisations o Other (e.g. communications, ICT etc) - 33 organisations. • VANL staff organised the CVS annual conference for Oct. 2022 on the theme of Community Wealth Building (CWB) and - informed by this event – has since then been liaising with statutory partners to strengthen cross-sector collaboration on CWB approaches. Page 66 of 276
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Plan for NL Ambitions 4.4 and 4.5 cont. NL Community CVS Contribution to PNL Ambition 4.4 and 4.5 cont. VANL General and Ongoing Contributions to PNL Ambitions 4.4 and 4.5 cont. VANL Contributions to PNL Ambitions 4.4 and 4.5: 2022- 2023 cont. See above See above See above VANL staff continued to work closely with statutory partners and CVS organisations to support community planning as a partner organisation of NLP as follows. • Supporting CVS contributions to delivery of the nine Local Outcome Improvement Plans (LOIPs) through our capacity building and other support for the CVS. • Contributing to preparation of LOIP monitoring reports. • Facilitating and co-ordinating development of our Community Agreement with key staff in statutory organistions, including: o commissioning training of 28 appreciative inquiry facilitators including staff from VANL, NHS and the council o organising 11 in person locality focus groups; 6 online focus groups for equality groups; c25 community conversations; 3 partner focus groups • Page 67 of 276
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Plan for NL Ambition 4.4 and 4.5 cont. NL Community CVS Contribution to PNL Ambition 4.4 and 4.5 cont. VANL General and Ongoing Contributions to PNL Ambitions 4.4 and 4.5 cont. VANL Contributions To PNL Ambitions 4.4 and 4: 2022- 2023 cont. See above See above See above • Supporting organisation of quarterly Community Board meetings in each of the nine localities and supporting CVS engagement. • Supporting organisation of and/or participating in topical sub-groups in each of the nine localities and facilitating CVS involvement. • Supporting representation of the CVS through participation in and reporting to quarterly NLP Strategic Leadership Board meetings. With VANL leading on reporting for Act Now NL; CommUnity Agreement and Volunteering Strategy. Page 68 of 276
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Plan for NL Priority 5: Improve North Lanarkshire’s Resource Base NL CVS Contribution to Ambitions 5.1 and 5.2 VANL General and Ongoing Contributions to PNL Ambitions 5.1 and 5.2 VANL Specific and Contributions to PNL Ambitions 5:1 and 5.2: 2022- 2023 Ambitions 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 one or more sources, including public donation; grants; and 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 to date. • VANL staff provide NL CVS with ongoing and significant funding advice and support, including sharing information; briefing meetings and convening the NL CVS Income Generation Forum. • VANL manages around £3 million in funding awards to the CVS each year on behalf of other funders including Health and Social Care NL; NLC; NHS Lanarkshire; and Scottish Government – mostly through the Community Solutions programme. • VANL staff prepared and issued 12 x funding bulletins with Council and HSCNL colleagues and also issued 10 x funding e-alerts. • VANL organised three meetings of the NL CVS Income Generation Forum to support discussion of a range of issues and hear from key funders including: o fair funding and strategic investment approaches for the CVS o cost of living and demands on resources o National Lottery Funding (guest speaker) o BBC Children in Need’s new funding strategy (guest speaker). • VANL staff also convened and planned an online briefing of the UK Shared Prosperity Fund with NLC colleagues in May 2022. Page 69 of 276
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Plan for NL Ambitions 5.1 and 5.2 NL CVS Contribution to Ambitions 5.1 ad 5.2 cont. VANL General and Ongoing Contributions to PNL Ambitions 5.1 and 5.2 cont. VANL Specific and Contributions to PNL Ambitions 5.1 and 5.2: 2022- 2023 cont. See above See above • VANL hosts and promotes the North Lanarkshire Community Lottery in partnership with national provider Gatherwell, having managed its development and launch in June 2022. CVS organisations receive Organisations receive 50p from every £1 ticket they sell via their own lottery page. To date: • VANL staff participate in assessment of funding applications from CVS organisations to other funds. • VANL staff provide individual CVS organisations with direct guidance on funding applications. • VANL staff assist the NL CVS on asset transfer as required. • VANL managed the allocation of over £3m in funding to projects and services by March 2023 through the Community Solutions programme. This includes: o recurrent, annual funding awards totalling £930k to over 30 CVS organisations on behalf of HSCNL o working with “school clusters” in North Lanarkshire; colleagues in North Lanarkshire Council; and NL CVS organisations to award over £400K in funding to CVS groups to support Children and Young People’s mental health and wellbeing o managing delivery of the Scottish Government’s Community Mental Health and Wellbeing Fund in North Lanarkshire, issuing £1.6 million of funding awards to 52 CVS projects during Phase 1 (2022-23) and £955k to 33 CVS projects during year Phase 2 (2023-24) with the funds allocated for Phase 2 by end of March 2023. Page 70 of 276
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Plan for NL Ambitions 5.1 and 5.2 NL CVS Contribution to Ambitions 5.1. and 5.2 cont. VANL General and Ongoing Contributions to PNL Ambitions 5.1 and 5.2 cont. VANL Specific and Contributions to PNL Ambitions 5.1 and 5.2 : 2022- 2023 cont. See above See above • VANL supports the CVS to make a stronger case for “Fair Funding” to local and national funders (along with the other 31 TSIs and SCVO.). • VANL endeavours to develop links with NL private sector to facilitate an increase in the support (cash and in-kind) they provide to NL CVS but currently has insufficient capacity to do this to any great extend other than support development of a new Community Benefit’s Portal for the eight local authorities in the Glasgow City Region. • By March 2023, 69 North Lanarkshire CVS organisations have their own lottery page. 40701 tickets have been sold to 473 weekly players and is on track to raise a total of £27,861 in the first twelve months. • VANL staff supported the assessment of funding applications by NL CVS for the following external funding schemes: o Recover NL: total allocation = £150k o Local Development Funding (previously Leader): total allocation tbc o Investing in Communities (Scot Gov): total allocation tbc o Queens Jubilee funding (NLC): £100k o Local Employability Funding: total allocation = £1.7m distributed through the NL Local Employability Partnership. • VANL staff helped 61 CVS organisations secure external funding to a value of £321k. Page 71 of 276
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Plan for NL Ambitions 5.1, 5.2 and 5.3 NL CVS Contribution to Ambitions 5.1, 5.2 and 5.3 cont. VANL General and Ongoing Contributions to PNL Ambition 5.1, 5.2 and 5.3 cont. VANL Specific and Contributions to PNL Ambition 5.1 5.2 and 5.3: 2022- 2023 cont. See above See above See above • VANL staff provided advice to two CVS organisations on asset transfer. • VANL staff supported development of a new, NL ‘Fair Funding’ charter for the CVS, which will be launched in Sept. 2023. • VANL’s CEO represented the eight Glasgow City Region (GCR) Third Sector Interfaces (TSI) of which VANL is one, on the GCR Community Benefits Working Group to support development of a GCR shared Community Benefits Portal. 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 several CVS organisations provide support to carers. Volunteering VANL plays the lead role in NL for supporting development of the volunteer workforce by: • convening and chairing the NL cross-sector Volunteering Partnership Group involving all four main statutory organisations and with representation from wider CVS Volunteering • VANL facilitated and chaired three NL Volunteering Partnership meetings, with 15 participants in attendance at each. • VANL facilitated development and agreement of a first NL Volunteering Strategy and is supporting delivery directly and with partners since spring 2023. • VANL staff handled 119 individual enquiries relating to volunteering. Page 72 of 276
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Plan for NL Ambition 5.3 cont. NL CVS Contribution to Ambition 5.3 cont. VANL General and Ongoing Contributions to PNL Ambition 5.3 cont. VANL Specific and Contributions to PNL Ambition 5.3: 2022-2023 cont. See above See above Volunteering cont. • supporting partner collaboration on volunteering strategy • promoting volunteering to the public and employers to increase the number of volunteers • encouraging CVS and statutory organisations to increase their volunteering roles • helping with recruitment and matching of volunteers • administration of the Saltire Awards for young people and • supporting growth of green health volunteering opportunities • support for volunteer- involving organisations. Volunteering cont. • VANL staff supported 104 new volunteer registrations with 94 suitable matches made to volunteering opportunities. • VANL staff provided 860 Saltire Award Certificates to children and young people in NL to accredit their volunteering contribution. o No of 10 hours certificates 209 o 25 hours 246 o 50 hours 78 o 100 hours 65 o 200 hours 15 o 500 hours 14 o Team Challenge certificates 233 • VANL staff completed 65 PVG checks, for volunteers and paid members of staff although due to changes in legislation and arrangements for PVG checks VANL is no longer allowed to do this. Page 73 of 276
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Plan for NL Ambition 5.3 cont. NL CVS Contribution to Ambition 5.3 cont. VANL General and Ongoing Contributions to PNL Ambition 5.3 cont. VANL Specific and Contributions to PNL Ambition 5.3: 2022/2023 cont. See above See above Training VANL also supports learning for the NL CVS paid and voluntary workforce. VANL’s approach to training support for the NL CVS, includes joint working with partners to plan and deliver training; increasing online learning opportunities; and supporting peer learning through events and networking. VANL also offers some direct training to the CVS where this is appropriate and possible, but VANL does not have sufficient capacity to provide an extensive training programme. Training • 374 CVS staff and volunteers received free training from New College Lanarkshire (NCL) funded through the Scottish Government Flexible Workforce Development Scheme. This scheme was jointly developed by NCL and VANL during 2021 and VANL continues to promote the scheme to the NL CVS. • VANL staff organised and facilitated delivery of workshops with other CVS colleagues to provide guidance to the CVS workforce on the following issues: o Understanding Mental Health Stigma – 24 participants o Recovery Approaches to Mental Health – 17 participants o Mental health and isolation and loneliness – 17 participants. Page 74 of 276
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Plan for NL Ambition 5.3 cont. NL CVS Contribution to Ambition 5.3 cont. VANL General and Ongoing Contributions to PNL Ambition 5.3 cont. VANL Specific and Contributions To PNL Ambition 5.3: 2022/2023 cont. See above See above See above • VANL staff organised and delivered the following training sessions to NL CVS organisations. o Child Protection Training - 4 sessions with 72 participants o Cyber Resilience Training - 2 sessions with 13 participants o Community Climate Champion Climate Emergency Training – 2 sessions with 27 participants o Involving Young Volunteers – 1 session with 12 participants. [document ends Page 75 of 276
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref SP/CB Date 21/08/23 Annual Review of the Community Safety Strategy 2022/23 From Stephen Penman, Chief Officer – Strategic Communication & Engagement E-mail penmanste@northlan.gov.uk Telephone 07947997750 Executive Summary Effective community safety partnership arrangements have been in place for some time in North Lanarkshire to make communities safe and feel safer for everyone to prosper. These partnership arrangements adopt a holistic, integrated approach to improving community safety in North Lanarkshire, recognising the interconnectedness of the various aspects of community safety which align with The Plan for North Lanarkshire. The Community Safety Strategy is the overarching strategy on community safety issues and comprises the requirements set out in the Antisocial Behaviour etc. (Scotland) Act 2004 which places a duty on local authorities and the relevant chief constable to publish a strategy setting out how it will tackle antisocial behaviour in its area. The purpose of this report is to advise committee of the progress made on the strategic priorities and actions in the Annual Review of the Community Safety Strategy 2022-2023. Recommendations It is recommended that Communities Committee: (1) Note the progress made to date in relation to the actions in the Community Safety Strategy for the period 2022-2023. (2) Approve the Annual Review of the Community Safety Strategy 2022-2023. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Item 7 Page 77 of 276
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1. Background 1.1 An all-encompassing Community Safety Strategy was developed in Spring 2021. The strategy covers a broad range of community safety activity, building on the existing community partnership arrangements which are in place within North Lanarkshire. The strategy also fulfilled the requirement to publish an Antisocial Behaviour Strategy. This integrated approach is intended to better utilise and target resources and community safety activity through North Lanarkshire Partnership to improve outcomes for individuals and communities in North Lanarkshire. 2. Report 2.1 The vision for community safety set out in the strategy is to: ‘Make North Lanarkshire a better place to live, work and visit through integrated partnership working to build strong, inclusive, vibrant, engaged communities, where homes, workplaces, and public spaces are safe and feel safe for everyone to prosper’. 2.2 This vision is aligned with the ambition set out in the Plan for North Lanarkshire and requires a partnership approach to deliver the actions and priorities set out in the strategy. 2.3 The annual review of the Community Safety Strategy 2022-2023 has now been prepared on progress in relation to the corresponding actions. Community Safety Strategy Priorities 2.4 The Community Safety Strategy 2020-2025 set out five key strategic priorities which are underpinned by the following five key themes: • Effective Community Involvement, Influence and Ownership. • Strong Partnership Working, Governance and Decision Making. • Tackling Inequalities. • Prevention and Early Intervention; and • Place Based Approach. 2.5 These themes developed through consultation with stakeholders and the community set out the fundamental aspects of the approach to be taken by community planning partners to improve community safety in North Lanarkshire. The five priority areas for action in the Community Safety Strategy are to: • Effectively tackle antisocial behaviour. • Reduce serious violence and disorder. • Reduce harm from unintentional injury and fire. • Tackle Gender Based Violence and protect people at risk of harm, and • Improve road safety. Progress on the Community Safety Strategy Actions Performance Indicators 2.6.1 A range of corresponding actions are set out within the strategy to achieve the five strategic priorities. There are 57 actions agreed which involve North Lanarkshire Council (including Housing, Transportation and Education), Police Scotland, Fire and Rescue Service North Lanarkshire Health and Social Care Partnership and North Page 78 of 276
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Lanarkshire Violence Against Women Partnership. Of these actions, 45 actions are on track (Green), 12 actions have minor delays (Amber) and there are no actions which have significant delays (Red). 2.7 Performance indicators are presented in the Annual Review of the Community Safety Strategy 2022-2023. The key indicators and changes in the past year as well as some notable trends are summarised as follows: • The number of antisocial behaviour contacts has decreased in the past year. • Overall crime has increased by 1.8% over the reporting period. • Hate crime has reduced by 1.5% in the past year. • The number of detections for drugs has continued to decrease in the past year. Down 2.6% since 2021/22. • There has been a decrease in Accidental dwelling fires down 7.72% over the reporting period 2022/23. This is 13.14% less than the average over the five-year period of 2018/19-2022/23. Accidental fire dwelling causalities have remained similar to the previous year but have increased by 1 casualty (2.9%). • In the past year, there has been a reduction in the number of emergency hospital admissions aged 65 and over due to falls. In North Lanarkshire, the 39.4% of admissions to hospital for falls are in those aged 75 years and over. • The long-term increasing trend in the number of emergency admissions due to unintentional injury has continued in 2022/23. Falls account for the largest proportion of unintentional injury emergency hospital admissions in North Lanarkshire, which is 59.9% of all injuries. • The number of domestic abuse cases reported to Police Scotland have decreased by 5.9% in the past year. • There has been an increase of 17.9% in the number of people seriously injured by road accidents over the reporting period. • Dangerous driving convictions have increased by 10.3% in the past year. • The number of people charged for disqualified driving, driving without a licence has decreased in the past year. • The number of people charged with driving without insurance, driving whilst using a mobile phone and without a seat belt have all increased in the past year. 2.8 The Community Safety Strategy is a five-year plan and progress will continue to be reviewed and reported annually through the Community Safety Partnership, People and Communities Committee and existing community planning structures. 3. Measures of success 3.1 The continued delivery of the actions and priorities set out within the Community Safety Strategy. 4. Supporting documentation 4.1 Appendix 1 - Annual Progress Review of the Community Safety Strategy 2022-2023. Stephen Penman Chief Officer Strategic Communication and Engagement Page 79 of 276
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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 equality impact assessment for the Annual Review of the Community Safety Strategy 2020/21-2021/22 has identified a positive impact associated with all protected characteristics given the broad scope of the strategy and corresponding actions If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☒ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ Page 80 of 276
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5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☐ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 81 of 276
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Appendix 1 Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives Annual Review 2022 -2023 Page 82 of 276
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 7 Contents 1. Introduction 3 Strategic Context 3 Local Context 3 Measuring and Reporting on Progress 4 2. Our Strategic Priorities, Actions and Progress 4 Strategic Priority 1: To effectively tackle antisocial behaviour 4 Strategic Priority 2: To reduce serious violence and disorder 7 Strategic Priority 3: To reduce harm from unintentional injury and fire 10 Strategic Priority 4: To tackle Gender Based Violence and protect people at risk of harm 15 Strategic Priority 5: To improve road safety 17 3. Annex – Progress on Community Safety Strategy Indicators 20 Page 83 of 276
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 8 Introduction Strategic Context The Scottish Government’s vision for a Safer and Stronger Scotland provides the national context for all community safety activity to help local communities to flourish, becoming stronger, safer places to live, offering improved opportunities and a better quality of life. The National Performance Framework (2018) provides the mechanism for directing and monitoring progress on community safety in Scotland with the Community Safety Strategy specifically contributing to “we live in communities that are inclusive, empowered, resilient and safe”. The Community Safety Strategy also aligns with the Justice in Scotland: Vision and Priorities (2017) and the Scottish Government’s Building Safer Communities (BSC) Partnership Programme. Our Community Safety Strategy also fulfils the requirement under The Antisocial Behaviour etc. (Scotland) Act 2004 which places a duty on local authorities and the relevant chief constable to publish a strategy setting out how it will tackle antisocial behaviour in its area. Given this national context, the Community Safety Strategy now tackles a broader range of community safety issues such as effective safeguarding, Gender-Based violence, community justice, counterterrorism, unintentional harm, home, and fire safety while encompassing early intervention, prevention, and empowerment of communities. Local Context Our vision for community safety is aligned with our overarching ambition which is to: ‘Make North Lanarkshire a better place to live, work and visit through integrated partnership working to build strong, inclusive, vibrant, engaged communities, where homes, workplaces, and public spaces are safe and feel safe for everyone to prosper’. Community safety is pivotal to achieving this vision for North Lanarkshire and contributes to all five high level strategic priorities set out in The Plan. Community safety at a local level within North Lanarkshire is coordinated through the community safety sub-groups with representation from a wide range of partners as well as community involvement. The Community Safety Strategy 2020-2025 has five strategic priorities and corresponding actions. These strategic priorities are: Page 84 of 276
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 9 • Priority 1: To effectively tackle antisocial behaviour. • Priority 2: To reduce serious violence and disorder. • Priority 3: To reduce harm from unintentional injury and fire. • Priority 4: To tackle Gender Based Violence and protect people at risk of harm. • Priority 5: To improve road safety. Measuring and Reporting on Progress This is the second Annual Review of the Community Safety Strategy since the production of Improving Community Safety in North Lanarkshire A Strategy to Improve Lives 2020-2025. This Annual Review is an update on progress on meeting these priorities and the corresponding actions highlighting successes and challenges, over the past year on the delivery of services. The attached performance indicators highlight changes in performance over the period 2022/23. The action plan indicates the status of each action using green (on track), amber (minor delays) and red (significant delay). Our Strategic Priorities Priority 1: To effectively tackle antisocial behaviour. Evidence tells us1: • Two-thirds (68%) of ASB contacts relate to domestic noise which accounts for the majority of callouts, with 15.4% due to criminal activity and 10.7% as a result of harassment. • The top three categories of domestic noise complaints are banging (28.3%), loud music (28.3%) and shouting and swearing (16.3%). • Misuse of drugs (22.9%), vandalism (19%) and threats (17.8%). Violence account for 15.6% of criminal activity. • 59% of ASB complaints are made from North Lanarkshire Council tenants, one-fifth (20%) are made from owner occupiers, 6% are from private sector tenants and 2% are by housing association tenants. • The majority of ASB subjects (those who are the subject of the complaint) are tenants living in council housing (66%). Owner occupiers account for 12%, 6% are private sector tenants, 4% are living in homeless temporary accommodation and 2% are housing association tenants. • 10% of ASB contacts were from tenants in multi-storey towers. 1 All evidence based on 2022/2023 data available from Housing Solutions, North Lanarkshire Council Page 85 of 276
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 10 • Motherwell/Bellshill had the greatest ASB contacts in 2022/23 accounting for 33.3% of all ASB contacts. Just over one-quarter were in Airdrie/Cumbernauld at 26.4% of all contacts. • The majority of contacts during 2022/23 were repeat contacts relating to a subject that had been reported on at least one other occasion. • Most ASB contacts were made out of hours, 62.2% compared to 37.9% of contacts made during office hours. A slight increase in the proportion of out of hours contacts in the past year. • The summer months of July and August have the highest number of ASB contacts. There has been a decrease in overall ASB contacts and a decrease in these summer months compared to the previous year. Progress on our Key Actions Antisocial Behaviour Response Service The Antisocial Behaviour Response Service has been reviewed to ensure efficacy in meeting local needs. The service continues to be located within the wider Community Safety Hub, recognising the inter-connectedness of the Antisocial Behaviour Response Service and alignment with other wider activity areas of the Community Safety Hub. RSL partners are now involved in the Antisocial Response Service. Housing been working on implementing the Noise App to assist with sound monitoring for tenants. Legal Services are currently involved, and an internal demo will be carried out prior to implementing a trial with the community. Environmental Changes in Public Spaces NLC Housing continues to ensure that all new-build housing proposals must satisfy the principles of ‘Secure by Design’ achieving certification from Police Scotland and the provision of open space is reviewed as part of the planning application process. In this reporting period, in conjunction with partners, CCTV provision has been enhanced across North Lanarkshire. An additional 14 CCTV cameras have been installed and are operational 24hrs/day 7 days per week in Airdrie, Kilsyth, Cumbernauld, Shotts and Salsburgh. These CCTV cameras have been funded through the Local Development Programme in response to reports of antisocial behaviour and community safety issues raised through Police, Scottish Fire and Rescue Service and Housing. These cameras have benefitted community safety in local communities through recording 5,693 incidents in total of which 1842 were community safety incidents and have also detected 140 missing people. Page 86 of 276
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 11 Evidence and Intelligence to Target Resources There is positive partnership working taking place between Police, Social Work, Community Partnership Team, analytical department, and the wider council to identify and challenge residents causing antisocial behaviour (ASB), providing additional support to victims of ASB, as well as offering intervention support to perpetrators of ASB which may assist prevention of future issues of ASB and crime from occurring. All ASB hotspots are highlighted monthly, within the Tactical Assessment, with in depth discussions taking place regarding issues and possible solutions. All highlighted areas are included in night-time and weekend patrol plans. Over the reporting period, there has been an increase in the number of stops searches carried out which is impacting on ASB. Stop searches are intelligence and analytically led. Analytical reports are also regularly carried out for specific areas of concern, to enable action plans to be focused on the right places at the right times. Analytical reports also help to identify if mobile CCTV cameras justification in particular areas. Police QE sub-division are utilising data from Police analysts and are actively working in partnership with colleagues in Housing and Anti-Social Investigators to identify nominals/households of note to address concerns early. Weekly sharing of information has resulted in numerous joint tenancy warnings and evictions, days of action at locations, to address multiple problematic tenants, and clean ups linking with colleagues in Environmental Health and the Scottish Fire and Rescue Service. Local Community Policing resources have seen a positive impact through joint meetings which have also led to positive arrests made via warrants and drugs search warrants, leading to safer areas and increased understanding of offenders of the positive relationships between partners. Preventative approaches Operation MotoX has seen an overall reduction in ASB related incidents involving off road motorcycles and quad bikes. During this reporting period, an additional 4 quadbikes have been acquired funded through NLC, LDP funding agreed by each Community Board, which are now part of the Police fleet providing the following benefits: Page 87 of 276
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 12 • Police off road capability allows officers to quickly reach areas that patrol vehicles are unable to access resulting in a significant impact on youth related ASB. • Police motorcycles have been used to conduct patrols of hard-to-reach areas in relation to missing person enquiries. • Across North Lanarkshire and other policing boundaries, there have been ongoing efforts to conduct joint operations to tackle illegal use of off-road motorbikes resulting in the seizure of numerous motorcycles. • Police ongoing social media campaigns alongside partnership working with NLC to provide bike marking and safety advice to anyone thinking of purchasing an off-road motorbike for legal use on private land to address education in relation to this issue. • Police motorcycles have shown that they are effective in tackling a variety of issues such as disorder, missing person enquiries, engagement opportunities with schools and youths gathering in large groups as well as providing a presence which alerts offenders, Introduction of Community Alcohol Partnership (CAP) for Kilsyth area and latterly expanded to form a new partnership in the Cumbernauld area. A core group of partners including CAP Advisor, Education, SFRS, Trading Standards, CLD, are working together to educate young people with regards to the dangers of alcohol. Partnership initiatives to educate and support licensed retailers with regards to age related sales and disrupt those who are non-compliant. CAP have recently began working in partnership with LOIP subgroup covering Youth Consultation and Engagement, to understand the concerns of young people with regards to alcohol misuse and identify local diversionary activities. Contextual Safeguarding A contextual safeguarding partnership approach has been adopted within North Lanarkshire Council, the aim of which is to take a wider approach to identify and tackle the influences that adversely affect a young person's decision making and support disruption from exploitation. Multi agency partnerships are creatively thinking about how we look at making North Lanarkshire safer for people of all ages by responding swiftly to issues and concerns to problem solving to create sustained and meaningful change. A bespoke online module has been created to support staff to recognise and respond to indicators of exploitation and so far, 320 staff across the council have completed this. The contextual safeguarding approach takes a trauma informed and evidence-based approach to seek to understand the dynamics of risk and build community guardianship. Diversionary Activities Diversionary activities take place with young people across a range of venues across North Lanarkshire on a weekly basis. Friday Page 88 of 276
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 13 Night projects run in three venues (Bellshill and Coatbridge) and Saturday Night projects run within 5 venues (Airdrie, Bellshill, Cumbernauld, Shotts, and Wishaw). A strategic group consisting of key partners including Community Learning and Development; Sports Development; Police Scotland; Health and Social Care; Scottish Fire and Rescue and Community Partnership Team oversee these activities with operational delivery facilitated by Sports Development coaches supported by CLD Youth Work staff. Police Officers carry out regular visits to these venues to identify any new issues, build relationships and break down barriers with young people. This is tasked as part of the weekend-disorder plans in place to deter and detect ASB. It has been identified that some more known nominals, both to Police and social work, frequent the same locations. Relevant intelligence and concern forms are submitted and shared as required. Calls to premises such as nightclubs, pubs, convenience stores etc. are monitored daily and appropriate tasking and joint visits are executed. Partnership engagement was undertaken with Retailers within Cumbernauld Town Centre to tackle a rise in antisocial behaviour within the shopping centre. Community engagement events were held within the centre in partnership with Army Cadets to signpost young people to alternative activities. Partnership engagement with Housing and Social Work, led to joint visits to offenders, utilising each partners powers to have the most disruptive affect. Street Soccer continues to be delivered for young people at various times throughout the year targeted towards geographical areas identified in response to incidence of antisocial behaviour. Serving and Proxy Purchasing of Alcohol Ongoing initiatives range from the bottle marking scheme where Police liaise with problematic premises and mark bottles to identify their source to national proxy purchase campaigns. During this campaign identified licensed premises will be spoken to about the initiative and how, during the summer, the lighter evenings and school holidays, result in a higher number of under 18’s consuming or attempting to consume alcohol, and how they play a vital role in preventing this. Potential penalties and repercussions of failing to comply with legislation are emphasised to license holders. Premises are given display campaign materials to display in store and promoted to like and share posts on social media. North Lanarkshire’s community policing teams have assisted in identifying most problematic premises and are working with the licensing department to promote the initiative and tackle offenders. Page 89 of 276
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 14 The licensing department also review incidents daily and proactively attend premises where issues are detected, speak to the license holder, and re-iterate their responsibilities under the Licensing Scotland Act 2005, as well as conducting scenario-based training to premises, targeting new and inexperienced staff on various aspects surrounding the selling of alcohol and issues that can arise. The Community Alcohol Partnerships introduced in Kilsyth and Airdrie are playing a key role in targeting education of young people regarding the risks/dangers of alcohol consumption and promoting diversionary activities available through partners. The initiative also focusses on educating and supporting local licensed traders. Effective use of Legislation Regular meetings are held with NLC Housing and Sanctuary Housing to identify and discuss a joint approach to problematic tenants. Joint visits with Housing and Anti-Social Behaviour team are routinely undertaken. Fortnightly “walkabouts” with Sanctuary Housing are ongoing. Lanarkshire Division proactively disclose problematic tenants. QE Sub continues to focus on report writing skills and have recently conducted several inputs to officers on the importance of taking a community justice approach in obtaining the right help and support for any individual or community they come in to contact with. Police reports are encouraged to include a request for a CRASBO, ASB Orders and to also make suggestion of where someone can be diverted from prosecution which is in line with local outcome improvement planning. Officers have recently conducted joint operations with SEPA to affect ongoing issues of dumping which successfully led to the reporting of known individuals who were involved in wider serious crime throughout the Division relating to the traveling community. Priority 2: To reduce serious violence and disorder. Evidence tells us: • Overall crime rate in North Lanarkshire has slightly increased by 1.8% in the past year from 2021/22 to 2022/23. • Serious assaults have decreased by 25.2% from 2021/22 to 2022/23 period. • Robberies have increased by 27.7% from the 2021/22 to 2022/23 period. • Hate crime has decreased by 1.5% from 2021/22 to 2022/23 period. • The number of vandalism and malicious mischief crimes have decreased by 5.80% from 2021/22 to 2022/23 period. • Housebreaking thefts have slightly increased by 0.7% from 2021/22 to 2022/23 period. • The number of people convicted of dangerous driving has increased by 10.3% from 2021/22 to 2022/23 period. Page 90 of 276
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 15 • The number of people charged for disqualified driving has decreased by 13.8% during the 2021/22 to 2022/23 period. • There has been a reduction in the number of detections for drugs by 2.6% over the 2021/22 and 2022/23 period. • There has been 50.5% increase in the number of people charged with driving without a seat belt in the past year from 2021/22 to 2022/23 period. • There has been 50% increase in the number of people charged with driving whilst using a mobile phone from 2021/22 to 2022/23. Progress on our Key Actions Complainers of Violence Repeat victims of crime are monitored via the Operational Morning Meetings within the sub-division. This allows identification of repeat victims whereby Community Policing Officers can then engage to support. Information is shared to ensure that appropriate partner agencies are aware of victims of crime, and they are supported as required. If a victim of crime is at further risk of harm appropriate measures are put in place to ensure that they receive additional visits and support from Police Scotland. The Sub-Division has an ongoing link to our local media and online resources. Where a victim of violent crime comes forward to report matters, a media line will always be produced to inform the public of successful or positive lines of enquiry. This reassures the public that not only are we taking the matters reported seriously, however it also encourages those thinking about reporting matters to the Police to come forward and discuss ongoing issues. Domestic Abuse campaigns such as ‘That Guy’ and ‘Is that me’ along with Force reporting on more stringent monitoring and recording of violence against women and girls, is an indicator of the ongoing public engagement and issues surrounding Misogyny and some of the criminal justice moves to have this looked upon as criminal. This also links to violence against some of our under-represented communities or seldom heard voices which will not be tolerated. Work is ongoing locally to map out our hard-to-reach communities to build relationships and to access and reassure people of the Police commitment to service the needs of everyone in our valued communities. By using internal analytical tools, we can uncover areas of concern and respond to this by deploying in the right places at the right times. We are focusing upon our third-party reporting centres and will intermittently report these in the media and encourage and support members of the community to use these along with our online resources. Page 91 of 276
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 16 Indoor Violence Residential indoor violence is identified at Police sub-divisional morning operational meetings. This includes ensuring that any domestic incidents or family related matters are reviewed by an officer of Inspector or above. Where a domestic incident occurs within the division a "Code 75" incident is raised. This is a pro-active visit to the victim of domestic crimes to ensure their welfare and to inform them of any bail conditions imposed on the offender. Thereafter officers will be tasked to visit the offender to ensure their compliance with bail conditions. Further to this where indoor violence is identified at "party houses" these will be shared with local authority partners and housing associations to take joint action against householders and prevent further violence. Targeting indoor violence can often be difficult as there are several indicators such as alcohol or drugs that can be a factor in where this presents itself. QE Sub monitor addresses daily and where there is a pattern of behaviour from a particular property or individual, there is safeguarding wrapped around our response. Community Officers are allocated repeat locations and nominals of the most concern. This allows for people to be targeted in a multi-agency way by utilising tenancy warnings and joint housing protocols to warn individuals of their responsibility to reduce the violence indoors. Preventing this is done through monitoring of recurring issues with disorderly conduct at properties which ensures a preventative approach in visiting the property as a partnership and warning the tenant of their responsibility’s. QE Sub continues to employ tactics around the stop search code of practice. Several people have been found to be in possession of weapons and have been arrested for this type of crime within the areas and as such, this is a priority for officers to proactively uncover this type of crime. Action planning across the area has allowed the Sub to deploy specific resources to specific problems such as at Bell Quadrant, Carbarns, Wishaw Main St, Motherwell Dutchess Park and the Greenmoss Meadows in Wishaw which has resulted in reductions of incidents and where a pattern of behaviour is forming, preventative deployment through weekend action plans and foot patrols is ensuring these types of incidents are subdued at an early stage. Prevention and education packages such as NKBL are being taught in schools by campus officers and Community Officers. Weapons and Serious Violent Crime Police use local intelligence, dedicated patrol plans and effective days of partnership action to make progress within some of the more troublesome communities in North Lanarkshire to reduce the number of people carrying weapons and serious crimes involving the use of weapons. A proactive approach is taken where intelligence exists regarding carrying weapons. Social media campaigns such as Fearless/Crimestoppers and school presentations and workshops from Medics Against Violence and No Knives Better Lives Page 92 of 276
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 17 are a key tool used by Police Scotland to educate and inform the wider community of the consequences of certain actions and how to report behaviour in confidence. Serious Organised Crime Lanarkshire and the surrounding communities were identified as persistent hotspots in relation to the supply of class A and C controlled drugs, in particular Heroin, Crack Cocaine and Benzodiazepines and consequently, were being affected by high levels of crime, disorder, and anti-social behaviour. A covert policing operation was initiated which resulted in numerous arrests of nominals involved in Serious and Organised Crime (SOC). As a result of this operation the crime group have been dismantled with the groups drug dealing activities significantly disrupted, which in turn has had a positive impact on reducing crime related offences. On conclusion of the operation, several vulnerable individuals took forward support services which were offered as part of partnership intervention assisting with diverting people from their involvement in serious and organised crime and the harm posed from drug addiction. The operation has been successful and feedback from residents has been positive. Police Scotland uses APMIS to record all operational activity in relation to OCG's, enabling local officers to understand what tactics have proved effective previously. Local intelligence officers provide input at the daily morning meetings where SOC related Intel is highlighted for development, tasking, and robust management of the risk. Hate Crime Safer Communities and School based officers deliver inputs and workshops across educational establishments, including partners such as I AM ME/ Keep Safe ambassador training. Social media is used to provide information and education throughout the community around the effects and consequences of engaging in this type of behaviour. Hate Crime initiatives and campaigns such as 'Don't Feed Hate' are regularly supported and promoted. Social media campaigns are used to promote reporting of Hate Crime highlighting the ways in which this can be done. This includes online reporting through 'Contact Us' on the Police Scotland website, Crimestoppers or via Third Party Reporting centres who can report on behalf of victims. These centres are listed on the Police Scotland website and approved and trained by officers. Housebreaking As part of Lanarkshire Division’s commitment to tackling Acquisitive Crime, to increase capacity Proactive Crime Team (PACT)/Divisional Alcohol Violence Reduction Units (DAVRUs) have restructured to provide more dedicated resources to better Page 93 of 276
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 18 enhance the investigative response to patterns of housebreaking and robustly police repeat offenders whilst looking at partnership opportunities to divert them away from criminality. Incidents are captured daily, discussed with SMT, and actioned out for review by PACT/DAVRU/community officers. This is to ensure a collective approach toward each incident and to ensure no lost lines of enquiry. The use of PACT/DAVRU/community officers to assist response officers with their enquiries, allows swift progression of forensic opportunities, CCTV, and door to door. Local days of action have been carried out with successful results, specifically to target nominals with backgrounds of housebreaking and other dishonesty. Warrants, bail curfews and DNA packages in place are reviewed and robustly policed. Vehicle Crime Police have two ANPR equipped Patrol cars dedicated to Lanarkshire. Access to the monitor the Automatic Number Plate Recognition (ANPR) camera activations has been rolled out to RP Sgts and officers on modified duties to enable real time analysis of the system for intelligence gathering and timeous look out requests for activations. We have used it for licence / insurance offences, recovered stolen vehicles and interrupted drug supply on the arterial routes. Social media is regularly used to highlight the importance of safeguarding property and providing vehicle security advice to reduce vehicle crime. Crime prevention literature is shared with local organisations and businesses and social media is also used to promote and encourage signing up with organisations such as 'Construction Watch' which provides crime prevention advice and alerts to the industry. Safer Communities regularly provide crime prevention information on vehicle security through public events and engagement, supported by regular social media messaging. PACT/DVRU and community officers monitor intelligence to identify any SOC Groups using vulnerable groups to commit crime on their behalf. Where this activity does occur interventions will be made, and relevant partner agencies involved to safeguard any young person’s being exploited. Drug Use Safer Communities and School based officers regularly provide educational inputs to pupils around the dangers and consequences of substance use. Social media is used to promote awareness and support partners campaigns and encourage reporting through organisations such as Crimestoppers. Education and awareness sessions are often carried out with parents/carers to help make them better informed to safeguard children. Page 94 of 276
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 19 Supply of Drugs Officers, and other relevant agencies ensure a coordinated effort in addressing drug-related challenges. By pooling their expertise and resources, we are better equipped to identify drug hotspots, gather intelligence, and take decisive action. This comprehensive approach helps to protect vulnerable individuals, prevent drug-related crimes, and promote community well-being. The emphasis on capturing and discussing good practices after each operation is particularly commendable. This commitment to continuous improvement allows officers to refine their strategies, adapt to emerging trends, and stay one step ahead of drug dealers. It also fosters a culture of shared learning and innovation within the Police Scotland, enhancing effectiveness in tackling drug-related issues. Overall, the intelligence-led drug packages implemented within Lanarkshire Division, in collaboration with PACT/DAVRUs and community officers, have proven to be instrumental in achieving significant drug seizures and reducing the harm caused by drug misuse in North Lanarkshire. Through ongoing evaluation and improvement, these efforts continue to enhance the effectiveness of intelligence led operations and promote the safety and well-being of local communities. Priority 3: To reduce harm from unintentional injury and fire. Evidence tells us: • There has been a decrease in accidental dwelling fires down by 7.72% over the period 2021/22 to 2022/23 with 205 accidental dwelling fire incidents. This is 13.14% less than the 236 average over the five-year period of 2018/19-2022/23. • The main source of ignition from accidental dwelling fires is cooking food and the main factor is distraction with alcohol/drug impairment accounting for 15.6% of accidental dwelling fires. • Most accidental dwelling fires (10.7%) were Motherwell South-East and Ravenscraig. • Accidental fire dwelling causalities have remained similar to the previous year but have increased by 1 casualty (2.9%) • Fire fatalities continue to remain low. Page 95 of 276
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 20 • Most injuries from accidental fires are minor with most people, 42.8% attending hospital as a precaution, 20% receiving first aid at the scene and 31.4% of people affected who attended hospital had slight injuries • Most fire casualties in North Lanarkshire have been in the 50-59 age group and those aged 10-19 years, albeit numbers are very low. • 2599 Home Fire Safety Visits have been conducted during 2022/23. • In comparison to the previous year (2021/22), deliberate fires (primary) have been reducing (8.42% reduction) and deliberate fires (secondary) have also been reducing (8.05% reduction). Most deliberate fires are secondary. • Fires in non-domestic properties have decreased by 10.52% in the past year from 2021/22 to 2022/23. • The number of malicious calls has increased by 12.64% in the past year from 2021/22-2022/23. • Excluding RTC incidents, children and the elderly are the most vulnerable to unintentional injuries. • Since 2011/12 to 2020/21 the rate of falls in the over 65s has overall increased. However, there has been a decline in the rate of falls in the over 65s in the past two years in North Lanarkshire. • The number of emergency admissions in North Lanarkshire due to unintentional injury has increased by 8.52% in the past year from 2021/22-2022/23, however the increase appears to be in the “injuries appear to slight” category. • Falls account for the largest proportion of unintentional injury emergency hospital admissions in North Lanarkshire, which is 59.9% of all injuries. • Hospital admissions due to falls is most common in North Lanarkshire amongst those aged 75 and over, which accounts for 39.4% of all falls. • SFRS attendances at deaths by unintentional injury in North Lanarkshire have remained the same as 2021/22 • The suicide rate in North Lanarkshire is higher than Scotland at 15.2 per 100,000 population over 2016-2020 period, whilst Scotland is 14.1. However, the suicide rate has decreased slightly in North Lanarkshire between 2000-2004 and 2016- 2020, which has also been decreasing in Scotland. • Just under three quarters of suicides in Scotland are male. Page 96 of 276
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 21 • In Scotland, highest suicide rates are now in males aged 45-54 years. Progress on our Key Actions: Accidental Dwelling Fires High Risk Home Fire Safety Visits continue to be prioritised and the supply and fit of appropriate smoke/heat detection as required. Within the 2022/23-year 2773 Home Fire Safety Visits were carried out in North Lanarkshire, offering advice on fire prevention, fire safety and actions in the event of a fire. Included within these visits, a focus on safe cooking is included depending on the identified needs of the householder. SFRS will continue to utilise HFSVs as a primary engagement and education tool. There has been a 7.72% reduction in accidental dwelling fires in comparison to the previous year. Antisocial Fire Related Behaviour Partnership working continues utilising Community Intelligence reports. Hotspot areas for illegal fly tipping have been identified involving local environmental teams to arrange uplift encouraging responsible waste disposal. Within the 2022/23year, 970 engagement activities were carried out, with a focus on fire prevention and the related anti-social behaviour. These were carried out both by operational crews and by the Community Action Team. SFRS will continue to engage with partners and with communities to reduce fire and associated anti-social behaviour. Fire related Antisocial Behaviour talks have been given to over 2,500 children in the Lanarkshire area. There has been an 8% reduction in deliberate secondary fires in comparison to the previous year. Fire Reach Programme for Young Adolescents Within North Lanarkshire SFRS conducted 43 fire reach courses and in doing so engaged with around 400 young people. SFRS will continue to utilise the Fire Reach programme to engage with young people in North Lanarkshire. The Fire Reach programme will continue to target schools with a high instance of secondary fires focusing on care experienced groups in areas of deprivation during the school holidays. Within these engagements we include our Junior Fire Reach programme, targeting the S1 pupil age range. We have adapted our delivery model to support the third sector Care. Page 97 of 276
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 22 Juvenile Fire setter Intervention Programme We are currently providing Fire Risk Awareness training with Lanarkshire housing officers, sheltered housing wardens/retirement officers and various partner agencies. This process involves education on potential household fire hazards utilising our “Hazard house” facility at Cambuslang. SFRS will continue to utilise HFSVs and referral pathways with partners including specialist housing providers, to ensure that engagement, education, and support is provided to householders. Scottish Fire and Rescue Service- Fire Safety Enforcement personnel continue to engage with Tower Services. Enforcement personnel and operational crews utilise Operational Awareness Visits and multi-storey inspection visits, to ensure that active and passive safety measures are implemented and followed within NLC multi-story tower blocks. SFRS will continue to work with partners and the local authority to ensure the safety of multi- storey tower blocks. Emergencies Attended Lanarkshire crews attended 11615 incidents in 2022/23. These varied greatly in variety including fire, flooding, RTC, hazardous materials, extrications, working from height, forced entry and humanitarian assistance, as well as responding to Automatic Fire Alarms. SFRS will continue to train and respond to find new and innovative ways to keep our communities safe. The Scottish Fire and Rescue Service has seen a growing trend on entry to premises due to falls. As a result, we have seen an increase in slips, trips, and falls referrals. Harm Reduction and Drug Related Deaths We developed a final draft North Lanarkshire Alcohol and Drug Partnership (NLADP) Strategy and key actions, which promotes harm reduction and the reduction of drug related deaths in our communities. Medication Assisted Treatment (MAT) standards implementation, delivery capacity across statutory and voluntary sector services and reaching those who are still not known to services continues to be challenging. Assertive outreach, overdose response pathways and early intervention measures will continue to be strengthened through workforce development and closer working via ADP structures. A trial of drug safety information being distributed in North Lanarkshire Health ‘Party Smart Party Safe’ packs being distributed during HFSVs is currently underway in Coatbridge, with the Motherwell area scheduled to implement similar in august. NLADP continue to work with Community Safety Partners to review local arrangements and maximise opportunities to identify those who are most risk of harm from substances and link them with appropriate supports via commissioned services. NLADP sub-groups and Board continue to monitor the progress of all commissioned in keeping with the ADP strategic outcomes 2021-2024. NLADP Page 98 of 276
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 23 continue to work with key Community Planning Partners to identify new and report on emerging drug trends locally via Public Health Scotland and the drug trends monitoring group; sharing information and alerts where appropriate with key stakeholders to keep people safe and well. NLADP support all efforts to learn from drug related deaths and share learning to improve services and to identify people most at risk at the earliest opportunity via the Drug Deaths Prevention Group. NLADP support all efforts to tackle harms from alcohol including targeting campaigns and initiatives via the Reducing Alcohol Harms Group. Risk of Suicide We have a Targeting High Risk Group meeting which convenes every six weeks, whereby current data, themes, and trends are discussed. Decisions are made on the facts provided. We are currently undertaking practice research into suicide in homelessness and care experienced young people. Discussion is ongoing regarding the distribution of suicide prevention information via our HFSVs. We have developed Lifelines’ procedures and a training programme has been completed in our education establishments including primary school staff. Our next steps are widening out the suicide awareness training to other providers supporting younger people, starting with the children's houses staff. There are a regular Suicide Prevention Children and Young People meetings, which focuses on all under 18s or under 26 for care experienced young people only and discusses promotional campaign, self-harm, and contextual safeguarding. Suicide awareness training is only provided to school pupils over the age of 14 due to the lack of understanding of the subject for younger people. We recently recommenced the face-to-face programme of suicide prevention awareness training, ASIST and Safe TALK and offer a monthly training session for all Health and Social Care staff as well as wider partners. We developed Suicide ALERT as an online awareness training through the lockdown period, which will now continue to be offered with a training for trainers’ programme being launched to encourage smaller agencies to deliver in the heart of the community. There are ASIST training capacity issues in North Lanarkshire. The Suicide Prevention Partnership Board Meeting convenes every 6 to 8 weeks. Current data, themes and trends are discussed. Decisions are made on the facts provided. NLC Strategic Communication Department continue to engage with at risk groups via various council wide promotions and campaigns. Suicide Awareness in Education Establishments Page 99 of 276
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 24 Lifelines procedures are now developed, and training programme completed in education including primary school staff. Next steps include widening out the training to other providers supporting younger people, starting with children's house staff. The Suicide Prevention Children and Young people meeting convenes every 4 weeks. The age range discussed is under 18 and under 26 for care experienced young people, the agenda includes promotional campaigns, self-harm, and contextual safeguarding. Suicide awareness training continues to be provided to school pupils over the age of 14years currently. ASIST and Safe TALK Suicide prevention awareness training, ASIST and Safe TALK ceased during Covid19 lockdown. The face-to-face programme has recently commenced again offering a monthly training session for all Health and Social Care staff as well as wider partners. Suicide ALERT was developed as online awareness training throughout lockdown and continues to be offered. Scottish Mental Health First Aid Training; Let's Talk about Mental Health online training for Managers will be provided and ASIST Training was scheduled to take place at end of March 2023. There is currently a limited number of NLC Assist trainers which limits the amount of training that can be offered due to capacity. Water Safety Scotland’s Drowning Prevention Strategy released in 2018 to reduce accidental drowning deaths in Scotland by 50% by 2026 and reduce risk amongst the highest-risk populations, groups and communities and contribute to the reduction of water-related suicide. A North Lanarkshire Partnership Approaches to Water Safety (PAWS) group has been established in North Lanarkshire. This group has developed a PAWS document to build upon existing good practices currently undertaken by partner agencies across North Lanarkshire and to allocate responsibilities in a clear framework agreeable to all agencies concerned and formalise them into agreed actions that are reported into the Community Planning Partnership (CPP). This co-ordinated and proactive approach will assist in the delivery of the 3 key stages of PAWS and is consistent with the targets of Scotland’s Drowning Prevention Strategy. PAWS has 3 key stages to assist in the delivery of these targets, Prevention, Improved Incident Response and Review. Active Health For this reporting period, there were 4273 referrals made to the Active Health programme (general) an increase of 1016 on the previous year. Physiotherapists, GPs, and Community Link workers were the top 3 referral pathways. Specialist Health Classes received 1652 referrals, an increase of 546 on the previous year. 642 (39%) of these referrals were to Strength and Balance classes. Page 100 of 276
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 25 Promotion of the strength and balance classes and the wider Active Health programme continues to both the public and the wider workforce. The Get Walking Lanarkshire programme continues to expand and is well attended across North Lanarkshire (there are 14 walks in North Lanarkshire, with a cumulative number of walkers of 10,761 for this reporting period. The Green Health Partnership encourages walking and other nature-based opportunities such as gardening and conservation work to enhance bone and muscle strength. Feedback from a range of professionals continues to highlight a loss of functional capacity (and confidence) in those members of the population who experience isolation. The Community Solutions programme will also help to reinforce and raise awareness of social prescribing opportunities going forward. Home Safety Health Visitors & Family Nurse Partnership continue to work with Early Years establishments and parents to raise awareness of the importance of home safety. Health Visitors and Family Nurses discuss home safety at all home visits within the Universal Health Visiting Pathway. Parent/carers are signposted to the Safety section in the Ready Steady Baby book or website. In addition, to provide home safety equipment free of charge where a need is identified, and the individual is unable to meet this cost. Following home visit, clients will have hazards mitigated or removed, keeping them safer, reducing the likelihood of injury or harm, and reduce the severity of injury when injury occurs. Lanarkshire’s Tobacco Control Strategy The twelve week quit data from April 2022 to December 2022 shows a quit rate of 30%. The number of people who attempted to quit smoking in North Lanarkshire was 1225 of these, 366 self-reported that they had stopped smoking for a twelve-week period. Smoking prevalence in the general population has decreased although smoking prevalence remains higher in deprived areas. Partnerships have been formed with other topic areas e.g., green health and financial inclusion. Partnerships have continued with other boards/HSCPs/CPPs. Work with regards to prevention and protection has re-started. New research has been funded. National Programme has re-started. The ban on Smoking on hospital grounds has been implemented. Priority 4: To tackle Gender Based Violence and protect people at risk of harm. Evidence tells us: Stats to be updated) Page 101 of 276
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 26 • The number of domestic abuse incidents reported to Police Scotland to the end of quarter 4 2022 – 2023 decreased by 1.9%2. • One or more crimes were recorded in 41.4% of all domestic incidents, a decrease of 1.6%. The detection rate for domestic crime for the period to the end of quarter 4 2022-2023 was 64.6%. • Violence Against Women Working Group (VAWG) provides services which include NHS Lanarkshire, Gender Based Violence Services, Women’s Aid, ASSIST, Social Work and Housing. In the reporting period 350 cases were discussed at North Lanarkshire MARAC. Progress on our Key Actions: Disclosure Scheme for Domestic Abuse Lanarkshire Division continues to effectively utilise the provisions of the Disclosure Scheme for Domestic Abuse Scotland (DSDAS) as a proactive measure to prevent Domestic Homicide, serious violence and coercive and controlling behaviour being perpetrated by serial offenders, safeguarding the most vulnerable members of our community from risk of domestic abuse. A weekly Decision-Making Forum (DMF) is chaired by the divisional DSU or in her absence DCI PPU where Police and a number of partner agencies discuss DSDAS submissions and authorise their subsequent disclosure. The Domestic Abuse Safeguarding Team (DAST) undertake the prompt delivery of these disclosures in line with the legislative requirements to ensure equitable service delivery across Lanarkshire Division. Domestic Abuse and Gender Based Violence Awareness Police Scotland’s Lanarkshire Division continues to maintain strong working relationships with partner and third sector organisations including: ASSIST, Women’s Aid and Lanarkshire Rape Crisis Centre (LRCC) to support vulnerable victims of domestic abuse and improve their criminal justice journeys, through capturing first hand ‘lived experiences’ to improve our service delivery in relation to domestic offending and gender-based violence. Lanarkshire Division have undertaken internal/external training and community engagement to improve awareness, discourage offending and increase reporting from my diverse sections of our community. 2 Police Scotland data 2022/2023 Page 102 of 276
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 27 Lanarkshire Division continue to proactively report positive outcomes across social media platforms to further improve victim confidence to report crimes and highlight punitive measures against offenders. Domestic Abuse (Scotland) Act 2018 Lanarkshire Division continues to effectively utilise the Domestic Abuse (Scotland) Act 2018 legislation when reporting offenders to COPFS, utilising social media and traditional reporting to highlight successes. A programme of continuous professional development exists whereby staff across the division receive additional training and access to information repositories on the divisional intranet to ensure frontline officers are appropriately equipped to respond to and investigate these crimes. Support is also available to frontline officers from Lanarkshire’s dedicated Domestic Abuse Investigation Unit (DAIU) and DAST with secondment opportunities to these teams regularly utilised to spread knowledge and experience. Mentors in Violence Prevention Lanarkshire Division continues to effectively utilise the Domestic Abuse (Scotland) Act 2018 legislation when reporting offenders to COPFS, utilising social media and traditional reporting to highlight successes. A programme of continuous professional development exists whereby staff across the division receive additional training and access to information repositories on the divisional intranet to ensure frontline officers are appropriately equipped to respond to and investigate these crimes. Support is also available to frontline officers from Lanarkshire’s dedicated Domestic Abuse Investigation Unit (DAIU) and DAST with secondment opportunities to these teams regularly utilised to spread knowledge and experience. Safe and Together NLC with support from Improvement Service carried out a baseline evaluation of Safe and Together Implementation in North Lanarkshire. From information gathered, an Action Plan was created with a focus on Communication of the Safe and Together Model, delivery of Training to reach wider groups of professionals, to Support Learning into Practice, and How to Measure the Change. A Safe and Together Leadership Event was held in March 2023 to raise awareness of the Safe and Together Model and the aim to create Domestic Abuse Informed Systems with approx. 100 professionals in leadership or management roles within North Lanarkshire, its Partner Agencies, and local Third Sector Agencies attended the event. So far, 557 people have participated in training/awareness raising, 85 in Core training and 472 received an overview. The Safe and Together Co-ordinator and Domestic abuse Co-ordinator are currently working with Safe and Together Institute and Improvement Service to create a plan on measuring the change. Delivering Equally Safe Funding to implement Safe and Together has been extended to March 2024. Page 103 of 276
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 28 MARAC During 2021- 2023, North Lanarkshire Chief Officers Public Protection agreed just over £111,000 of additional funding to support the MARAC process across Lanarkshire as a result of increased demand. Funding has been secured from North Lanarkshire Council, South Lanarkshire Council, South Lanarkshire Health and Social Care Partnership and North Lanarkshire Health and Social Care Partnership. The funding secured additional MARAC Co-ordinators, secretarial support, and dedicated chairing of MARAC. MARAC/ MAPPA protocol is in place and work is on-going with Adult Protection Committee to develop joint strategic linkages across Adult Support and Protection and Violence Against Women. Violence Against Women Strategy The Draft Violence Against Women Strategy and Action Plan for 2022-2025, which was prepared in spring 2022 continues to be progressed. The key actions contained in the VAW Strategy are to improve trauma informed practice across partnership agencies, develop and roll out quality assurance processes for North Lanarkshire MARAC to ensure the effectiveness of the process and continue the implementation of the Safe and Together model across North Lanarkshire to improve outcomes for children experiencing domestic abuse. Police Lanarkshire Division continue to proactively report positive outcomes across social media platforms to further improve victim confidence to report crimes and highlight punitive measures against offenders. Priority 5: To improve road safety. Evidence tells us: • The number of people seriously injured in road accidents has increased by 17.9% in the reporting period. • There has been a 20.79% increase in people slightly injured in North Lanarkshire in the reporting period. • The number of children (under 16 years) killed has decreased in 2022-2023 however there has been a 25% increase in the number of children seriously injured in this reporting period. • There has been a reduction in the number of people charged for disqualified driving during the reporting period. • The number of people charged with driving licence offences has reduced between 2021/22 and 2022/23. • There has been an increase in the number of people charged with driving without insurance during the period 2021/22 to 2022/23. Page 104 of 276
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 29 • This reporting period has seen an increase in the number of people charged with driving without a seat belt. • The number of people charged with driving whilst using a mobile phone has increased between 2021/22 and 2022/23. Progress on our Key Actions: Innovative Methods to Reduce Speed NLC have progressed a range of innovative road safety improvement schemes. These range from new/refurbished signal-controlled crossing points/junctions, new mini roundabouts, vehicle activated signs, reduced speed limits, traffic/pedestrian islands, widened footways, traffic calming etc. Local Development Programme Funding through the LDP programme has supported a range of projects across North Lanarkshire that have contributed to a more positive road safety environment such as environmental improvements and additional car parking. Walking To School All schools are encouraged to take part in ‘Walk to School Week’ with benefits of walking highlighted. All schools are encouraged to complete the HUSS (Hands Up Scotland Survey) where pupils in schools are assessed on methods of traveling to school). There is a series of walk to school challenges across the academic year for schools to compete in such as 'Walk the Rainbow'. On-road cycle training in schools Bikeability Scotland B1 is offered to all primary schools for P5 and upwards. On completion of B1, B2 is then delivered via outdoor education programmes which enables on road cycling training. Active Travel Strategy Page 105 of 276
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 30 The delivery of North Lanarkshire’s Active Travel Strategy is progressing. This is aimed at improving walking, wheeling, and cycling connectivity and provision at our town centres, hubs, and communities. The main challenges are the current limited funding opportunities, as well as the availability of land or road space. Annex – Summary of Progress on Community Safety Strategy Indicators Priority 1: To effectively tackle anti-social behaviour. Indicators Frequency 2021/22 2022/23 Change 2021/22 to 2022/23 Lead Source Number of antisocial contacts Annual 9096 8945 North Lanarkshire Council Number of antisocial contacts resolved Annual 9018 At 31/3/22 8792 At 31/3/22 North Lanarkshire Council Number of antisocial contacts due to domestic noise Annual 6198 6089 North Lanarkshire Council Number of antisocial contacts due to criminal activity Annual 1348 1382 North Lanarkshire Council Number of antisocial contacts due estate issues Annual 189 299 North Lanarkshire Council Number of antisocial contacts due to harassment Annual 1128 959 North Lanarkshire Council Number of antisocial contacts due to non-domestic noise Annual 53 75 North Lanarkshire Council g Page 106 of 276
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 31 Figures adjusted to cover whole of previous reporting period therefore may differ from those previously reported. Priority 2: To reduce serious violence and disorder. Indicators Frequency 2021/22 2022/23 Change 2021/22 to 2022/23 Lead Source Number of overall crimes recorded Annual 30129 30664 Police Scotland Number of serious assaults Annual 242 181 Police Scotland Number of murders Annual 3 7 Police Scotland Number of robberies Annual 65 83 Police Scotland Number of hate crimes Annual 327 323 Police Scotland Number of vandalism and malicious mischief crimes Annual 2895 2727 Police Scotland Number of housebreaking thefts Annual 557 561 Police Scotland Number of detections for drugs, Annual 2219 2161 Police Scotland 3 Page 107 of 276
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 32 Priority 3: To reduce harm from unintentional injury and fire. Indicators Frequency 2021/22 2022/23 Change 2021/22 to 2022/23 Lead Source Number of accidental dwelling fires Annual 246 227 Scottish Fire and Rescue Service Number of fire fatalities Annual 1 2 Scottish Fire and Rescue Service Number of fire casualties Annual 64 52 Scottish Fire and Rescue Service Number of deliberate primary fires Annual 190 174 Scottish Fire and Rescue Service Number of deliberate secondary fires Annual 1479 1359 Scottish Fire and Rescue Service Number of fires in non- domestic buildings Annual 95 85 Scottish Fire and Rescue Service Number of malicious calls Annual 87 98 Scottish Fire and Rescue Service Number of emergency hospital admissions due to unintentional injury (total) Annual 95 110 NHS Lanarkshire Page 108 of 276
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 33 Number of emergency hospital admissions due to unintentional injury (under age 15 years) Annual 3 5 Scottish Fire and Rescue Service Number of emergency hospital admissions due to unintentional injury (aged 65 and over) Annual 21 15 Scottish Fire and Rescue Service Number of emergency hospital admissions aged 65 and over due to falls Annual 4321 4094 NHS Lanarkshire Number of suicides Annual 41 46 NHS Lanarkshire Page 109 of 276
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 34 Priority 4: To tackle Gender Based Violence and protect people at risk of harm. Indicators Frequency 2021/22 2022/23 Change 2021/22 to 2022/23 Lead Source Number of domestic abuse incidents reported to Police Scotland Annual 4748 4468 Police Scotland Number of referrals to VAWG specialist services Annual 5473 4793 Violence Against Women Working Group Page 110 of 276
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 35 Priority 5: To improve road safety. Indicators Frequency 2021/22 2022/23 Change 2022/22 to 2022/23 Lead Source Number of people seriously injured Annual 67 79 Scottish Government, Transportation Number of people slightly injured Annual 178 215 Scottish Government, Transportation Number of children killed* Annual 1 0 Scottish Government, Transportation Number of children seriously injured* Annual 8 10 Scottish Government, Transportation Number of people convicted of dangerous driving Annual 189 173 Police Scotland Number of people charged for disqualified driving Annual 80 69 Police Scotland Number of people charged of driving licence offences Annual 381 354 Police Scotland Number of people charged of driving without insurance Annual 953 1046 Police Scotland Number of people charged of driving without a seat belt Annual 103 155 Police Scotland Number of people charged of driving whilst using a mobile phone Annual 72 108 Police Scotland s Page 111 of 276
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orth Lanarkshire Council Report Communities Committee Does this report require to be approved? ☐ Yes ☒ No Ref LP/SP Date 21/08/23 LOIP Performance Report 1 October 2022 – 31 March 2023 From Stephen Penman, Chief Officer – Strategic Communication and Engagement E-mail penmanste@northlan.gov.uk pollockle@northlan.gov.uk Telephone 07947997750 Executive Summary This report provides a snapshot of progress linked to key priorities for each of the nine Local Outcome Improvement Plans for the period 1 October 2022 – 31 March 2023. The report also provides an overview of progress with implementation of the Management and Monitoring Framework and work to develop the role of the Local Partnership Teams. Recommendations It is recommended that the Communities Committee: (1) Acknowledges progress to date with delivery key LOIP priorities and ongoing work to strengthen the supporting partnership delivery approaches; (2) Endorses future priorities in strengthening and embedding the approach across the partnership to ensure support and accountability mechanisms that drive local action and delivery. The Plan for North Lanarkshire Priority Enhance participation, capacity, and empowerment across our communities Ambition statement (19) Improve engagement with communities and develop their capacity to help themselves Item 8 Page 113 of 276
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1. Background 1.1. In support of the North Lanarkshire Partnership Strategic Leadership Board’s Framework for Demonstrating Improved Outcomes for Communities a Local Outcome Improvement Plan (LOIP) Management and Monitoring Framework has been implemented to ensure effective management, oversight and reporting of progress on LOIP priorities by Community Planning Partners through the Local Partnership Teams. 1.2. Local Partnership Teams were established to drive and embed delivery of the LOIPs across the Community Planning Partnership and ensure effective monitoring and management of progress. 1.3. Work is ongoing to ensure that partners use the Management and Monitoring Framework effectively to focus collective efforts on delivery of action aligned to local priorities across the 9 Community Board areas and as a tool for providing assurance around progress. 2. Report LOIP Management and Monitoring Framework 2.1. The LOIP Management and Monitoring Framework was launched in June 2022 as a tool for partners to highlight and report on progress with local action linked to LOIP priorities. The tool also aims to assist with reporting progress and outcomes around LOIP priorities to a range of audiences including the Community Boards, the Communities Committee, the NLP Strategic Leadership Board and individual partnership agency leadership teams as appropriate. 2.2. The Framework is intended to streamline reporting, ensure consistency and allow partners to focus on critical issues or significant developments. 2.3. 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. Local Partnership Teams generally meet every 6 weeks with the aim of discussing progress with priorities, identify emerging matters for consideration and to plan input to community boards and response to any local matters. The Local Partnership ~Teams also have access to a shared MS Teams area where they can share information and address matters between meetings. Progress Reporting 1 October – 31 March 2023 2.4. A detailed annual report providing updated progress with each of the LOIP priorities for each area was presented to the nine Community Boards at their May/June meetings and covered the full year 1 April 2022 to 31 March 2023. Reporting to this Committee is 6 monthly to ensure that elected members have oversight of progress across the 9 Community Board areas. Information based on input from partners has been used to produce a composite update on progress for the period 1 October 2022 – 31 March 2023 for each area and is attached as Appendix 1. 2.5. Community Planning partners are committed to the approach outlined and significant progress has been made. It must be noted however that individual priorities are at different stages of development and delivery reflecting the needs and diversity of different community board areas. Reporting reflects this and it is anticipated that the Page 114 of 276
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quality of information and reports generated will evolve over time as the reporting systems mature. Officers and communities are encouraged to ensure that the approach evolves to reflect local need and circumstances. However there some emerging themes as a focus for development across all the nine LOIPs including: • Reviewing and refining some actions and reporting associated with LOIP priorities to reflect current need. • Updating the focus and scope for specific targeted priorities in some area originally focused on Covid 19 Recovery and Town and Community Visions. • Widening and strengthening membership and participation of communities and community and voluntary organisations in delivery of LOIP priorities through subgroups and other delivery mechanisms. • Continuing work to align local and strategic priorities and ensure that local delivery reflects the wider strategic direction but can be delivered in a way that responds to local need (i.e. mental health, tackling poverty, community safety, etc). • Continuing to develop the role of Community Boards as a key catalyst and the local governance for delivery of LOIP priorities and ensuring agendas and associated activity reflects the local and strategic priorities and ambitions for North Lanarkshire. 2.6 At a North Lanarkshire wide level there are further opportunities to strengthen partnership delivery approaches through the following activities. • The development of the CommUnity Agreement as a shared and underpinning agreement between all agencies and sectors around collective working. • The outcome of the Partnership Self-Assessment and associated improvement actions. • Partnership work to develop a North Lanarkshire approach to Community Wealth Building. • The ongoing development and effective use of the Community Board Development Programme/Portal as a tool for shared learning and development. 3. Measures of success 3.1 Performance Framework in place. 3.2 Number of LOIP priorities that can be evidenced as progressing. 4. Supporting documentation 4.1 North Lanarkshire Local Outcome Improvement Plans 4.2 Appendix 1 – update on progress with delivery of Local Outcome Improvement Plans for the period October 2022 – March 2023 Stephen Penman Chief Officer Strategic Communication and Engagement Page 115 of 276
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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? While there are clearly equalities and fairer Scotland considerations related to key priorities, areas and target groups associated with the delivery of the LOIP’s, EQIA and Fairer Scotland assessments are undertaken for key areas of work, decisions or policy for the council associated with individual priorities and actions developed and the requirement arises If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☒ No ☐ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The Local Outcome Improvement Plans serve to meet the council and community planning partnerships duties under part 2 of the Community Empowerment Act (Community Planning) specifically relating to Locality Planning. The approach has evolved over a number of years and Legal and Democratic Services have been engaged in this process Page 116 of 276
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5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Work is ongoing to ensure effective communication around delivery of LOIP priorities and to improve the use of a range of engagement mechanisms 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Page 117 of 276
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5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 118 of 276
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Appendix 1 Local Outcome Improvement Plans – update on progress for period Oct 2022 – March 2023 AIRDRIE LOCAL OUTCOME IMPROVEMENT PLAN 6 MONTHLY OUTCOMES REPORT PERIOD COVERED: October 2022 – March 2023 PROGRESS AND HIGHLIGHTS: • Poverty lead group meeting 4 weekly consisting of a range of local groups and organisations working within Airdrie including Community Partnership Team (CPT), VANL, NHSL, Airdrie CAB, Voice of Experience Forum, Airdrie Foodbank, Bear Necessities, Whinhall Allotments, Routes to Work etc. • Short-term working group established to organise Community Breakfasts where information and support was provided in relation to food and financial insecurity and to raise awareness about local services and supports available to local people. Hot drink and food supplied as part of the delivery. Airdrie CAB accessed funding though Airdrie Consortium to provide the 7 events in each of the Airdrie Villages between January /February 2023. Local village organisations were key in engaging with local people and ensuring positive response to the project. Villages included Longriggend, Plains, Caldercruix, Calderbank, Glenmavis and Chapelhall. • An information booklet/directory, including lists of key agencies and organisations under themes with contact details was launched and circulated at the Community Breakfasts. • Additional 11 Cost-of-Living-Drop-ins established across Airdrie and villages area by Community groups and organisations funded through NLC and supported by CPT including circulating period dignity resources. • Working Group established to provide response to Christmas appeal with single referral pathway established to ensure coordinated approach and requesting consent to link with the work of the Tackling Poverty Team. Coordination of referrals, donations, and distribution. Funded through Airdrie Consortium and local businesses. Levels of support provided: 251 families including 555 children and young people; 151 individual and carers gifts and 143 families supported with clothing; 52 families requested further support from Tackling Poverty Teams; and 6 families supported with Christmas dinners. • Partners including Routes to Work and CAB now attending Community Board to encourage local people into employment. • Links established with 3 school clusters to arrange CommuniTeas targeting parents and carers. LOIP PRIORITIES • COVID 19 RECOVERY • (Action under review to reflect current community resilience priorities) • MENTAL HEALTH AND EMOTIONAL WELLBEING • POVERTY PLANNED ACTIONS/DEVELOPMENTS • Review priority Covid 19 Recovery priority. • Chronic Health Screening Clinics, at which those with long term conditions attend a yearly review, are now being carried out by the Treatment Room Nurses within Airdrie Health Centre. These clinics will be beginning April 23 and to make them a truly holistic service for the patients, other services will have a physical presence in the building on those days and the Nurses will be prepared with details of other avenues of support. Routes to Work will be available to offer support on a range of interventions, including employability advice plus courses to boost self-confidence and skills where work is not a Page 119 of 276
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possibility at present. Lanarkshire Carers will also be available to provide a whole range of support for carers from 1-2-1 sessions, carers breaks and much more. • Plans in place to deliver CommuniTeas targeting parents and carers before the end of school term in each of the school clusters. Purpose of the event is to provide advice and support relating to variety of poverty issues including fuel poverty. • Planning a speed networking event to enable community organisations and partners to share information about services and supports and to identify potential gaps. • Plans to carry out Asset mapping of the area to identify any gaps in services or provision. Page 120 of 276
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BELLSHILL LOCAL OUTCOME IMPROVEMENT PLAN 6 MONTHLY OUTCOMES REPORT PERIOD COVERED: 01/10/2022 – 31/03/2023 PROGRESS AND HIGHLIGHTS: • Money Worries Training delivered to local organisations and their volunteers delivering cost of living community ‘drop ins’. The training reached 58% of organisations involved with 7/12 attending. The aim was to increase knowledge and confidence in how to talk about money worries with communities and what to do when someone needs support. The training showed a marked increase in knowledge and confidence around raising the issue of financial wellbeing and knowing where to go for support when needed. • "A Bellshill Christmas" partnership project provided 711 toy parcels, 300 food hampers, 50 precooked turkeys and food vouchers to local families for Christmas 2022. Referrers were asked where possible to provide a postcode to allow analysis of the referrals and further detailed information is available on request. • Free Vitamin D was available through 10 distribution points to pregnant women, mums in the 1 year post-natal period, breastfeeding mums for the duration of breastfeeding and all children up until their third birthday. • The previous Covid 19 Recovery priority has now been broadened to reflect wider approaches to building community resilience and participation opportunities. • Through the Climate Action Holytown working group a Christmas themed event took place in Dec 22 to engage pupils, parents and the local community using The Place Standard tool to develop localised climate actions for Holytown. An action plan has been produced that focuses on building community capacity and creating opportunities for communities to work with services to deliver local improvements through external resource opportunities. Work also commenced in Nov 22 to bring together local businesses based at Eurocentral to look at how they can support climate action and sustainable approaches with Holytown as well as supporting the existing action plan. • 12 groups in Bellshill were supported to deliver additional Cost of Living Community Drop-ins to the value of £64,863 through council venues providing safe spaces, heat, food, and hot drinks to the most affected by cost-of-living crisis. • 30 people took part in an engagement session on 14th Dec 22 to discuss the council’s Budget process. • CommUnity Agreement conversation sessions took place throughout March 23. • Partnership self-assessment survey completed with community boards Dec 22/Jan 23 along with awareness raising session around LOIP governance, delivery and reporting delivered with Community Board members in March 23 • Targeted organisational development and capacity building support provided to 10 organisations in the Bellshill area for the reporting period (i.e., funding advice, project development plans, governance, organisational policies etc) as well as targeted work with organisations regarding community ownership/management of council owned assets. LOIP PRIORITIES • Poverty and Food Insecurity • Community Resilience and Participation (Including Digital Inclusion) (previously Covid 19 Impact) • Community Safety • Mental Health and Emotional Wellbeing Page 121 of 276
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• Work with a number of groups in Bellshill to access a range of funding opportunities. For example, 14 groups benefited from £24, 471 Recover NL Environmental funding, 9 organisations accessed the Grant Award Programme to a total value of £182,000 and 21 Groups received small Community Grants to the value of £10,145. Communities were able to influence use of the LDP budget and highlights for the period include: • Event at Mossend P.S to engage pupils and the wider community regarding the development of a MUGA at Rosevale Crescent Mossend and to look at the impact of parking issues with 50 people in attendance. • Completion of consultations for Gemini Grove access project and Crowfoot and Napier Square parking projects • Completion of play upgrades at Lilac Crescent and Kirklee. • Campaign work and signage has been targeted to hotspot areas for dog fouling and litter to raise awareness as to how community groups can access resources for example through Recover NL fund. • 5 local distribution points were provided with period products to enable local communities to access free products at key pick up points. This is in addition to availability through Council facilities. • Scottish Fire and Rescue Service (SFRS) enforcement officers have been working alongside communities through engagement to identify premises that have left fire loading within high-risk areas to stop people taking bins and burning them. Communities have also been provided with wheelie bin chains and advice during home fire safety visits. • Joint fire anti-social behaviour presentations have been delivered by SFRS in schools across the year groups at Bellshill Academy, Calderhead, Cardinal Newman, Brannock and Newarthill Schools. Youth advocates from SFRS and Bellshill crews have been actively targeting street soccer and youth groups to engage and provide information. • There has been a marked decrease in the prevalence of issues associated with off road bikes in the Bellshill area through engagement with mechanic premises used to maintain the machines and the launch of the NLC funded Police Scotland Quad bike campaign. • Local people were encouraged to report hate crime through the ‘Help make Scotland a Better place’ online campaign. A further campaign, launched in April 2023 - Don't Feed Hate, targets young white men aged 18 to 30, who are identified as most at risk of committing a hate crime. • A targeted initiative has taken place at Juniper Road, Viewpark and the surrounding areas around general youth disorder. Inputs at local schools plus issuing residents with chains and padlocks for their bins. • Monthly Police drop-in sessions were established in the Lanarkshire Mosque enabling more engagement with a range of age groups from the mosque community and beyond. • A Community Alcohol Partnership was launched in March 2023 covering Viewpark and Bellshill aiming to ensure a partnership approach to reducing the harmful impact that alcohol misuse can have on the lives of young people. • A multiagency action plan was established to address youth disorder at Bell Quadrant–including links with at Taylor High and Social Work with a focus on harm reduction as well as enforcement. • Organisations within NL have been successful in gaining funding to support people within the Bellshill locality via the Mental Health and Wellbeing (MHWB) Fund. • The MHWB network have produced a document mapping support that will be shared across the locality and developments and activities are shared via NHS Health Improvement Newsletter. • Caring Cuppa – As part of the Health and Social Care Consortium Thorniewood Community Council received funding to start their warm space which was further supported by NLC Cost of Living funds. • Area of concern on bridge between Motherwell and Bellshill now has signage with support and advice around suicide. This is near the Community Garden being progressed by Bellshill Community Council as part of the Strathclyde gateway project (Local Development Programme - LDP). PLANNED ACTIONS/DEVELOPMENTS Page 122 of 276
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POVERTY AND FOOD INSECURITY • Rolling out tackling poverty training based on ‘worrying about money resource’ to clinical staff and community groups. • Implementation of a coordinated approach to delivery of training/awareness raising. • Do some targeted thematic stakeholder engagement to increase participation in priority sub groups and delivery mechanisms from the local community and Community Voluntary Sector Organisations • Review some of the detailed actions associated with priorities to ensure no duplication and best use of partnership resource. • Some resources are being identified as part of the LDP to look at the potential to deliver a Participatory Budgeting (PB) pilot as part of the Climate Action Town work in Holytown to strengthen community capacity in this area with community organisations. • Further work to raise awareness of the LDP and other local resources to ensure delivery of priority community led projects. • Continued focus on community resilience through learning from Recover NL initiative and work to increase participation of communities in local environmental initiatives. • Focus on coordination of resource for partnership engagement activity. • Develop actions to address persistent community safety challenges. • New suicide prevention training currently being designed and piloted. • Provision of mental health first aid training Page 123 of 276
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COATBRIDGE LOCAL OUTCOME IMPROVEMENT PLAN 6 MONTHLY OUTCOMES REPORT PERIOD COVERED: 01/04/2022-30/09/2022 PROGRESS AND HIGHLIGHTS: • The locality has actively been represented on the Driving Digital Locally Subgroup by local representative and VANL who update the Community Board and Driving Digital Locally subgroup on key developments and opportunities, with the latter meeting monthly and dealing with a number of issues such as Community Benefit from the CommsWorld contract with North Lanarkshire Council and connectivity throughout the localities. • Training opportunities around cyber resilience and digital skills offered to local groups and organisations. • Funding opportunities for activities around digital inclusion such as the Digital Pioneers Fund promoted to members of the Community Board and their networks. • Development of the Party Smart Party Safe early intervention and prevention work on mental health, suicide prevention, alcohol awareness, sexual health, and tobacco to raise awareness about key messages. • Mental Health campaign carried out in February 2023 included a range of activities with communities and staff - eg Time to talk walk, conversation starters and awareness around mental health resources. • Linking with employability services to build resilience and promoting mental wellbeing amongst adults by ways to look after their mental wellbeing, understanding support available. Reducing stigma around mental health. • Successful Health and Wellbeing PB project delivered across Coatbridge area with £10K funding through Coatbridge Community Solutions programme in partnership with Community Partnership Team and Community Solutions. Three projects funded including Lanarkshire Counselling and CBT, Our Zone Childcare Outdoor Survival Course for Children and Young People and Shining Stars ASN Theatre School. All projects focussed on Mental Health and Wellbeing. • Cost-of Living events were delivered by community groups and organisations funded through NLC across 14 venues in Coatbridge during the winter months to support local people by providing a drop in space and refreshments. Period Dignity Products resource pack of leaflets circulated to target those most in need. • Home Energy Scotland referral pathway training complete for partners involved in the Tackling Poverty subgroup enabling them to make direct referrals to Home Energy Scotland. • Continued support to organisations who delivered Cost-of-Living activities trialled during winter period e.g., support to St Augustine’s and the Conforti Institute in Whifflet. • Wider support to local projects engaged in alleviating food poverty such as Growing in the Brig that involves volunteers growing fruit and veg, including developing/sharing skills to enable local people to grow and sharing produce, plus Carnbroe sharing gardening skills with local people. • Carnbroe accessed Recover NL funding to purchase equipment to support local project and set up Go fund me to support grass cutting locally. • Local anchor organisation supporting other smaller organisations to deliver tackling poverty projects in the area e.g., Kirkshaws Neighbourhood Centre took the lead on accessing and disseminating funds for Cost-of-living Community drop-ins to ensure wide-spread support and 7-day coverage for local people. LOIP PRIORITIES • DIGITAL INCLUSION • MENTAL HEALTH • POVERTY Page 124 of 276
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• Statistical analysis carried out by Police to identify Cost of living crisis impacting on crime figures. • Period dignity project delivered in Kirkshaws to improve circulation of period dignity products across Coatbridge in addition to the agreed community pick up points and availability in council facilities. PLANNED ACTIONS/DEVELOPMENTS • Formation of a short life working group to establish and agree community-led action on digital inclusion to be informed by the mapping exercise planned with CommsWorld to establish the gaps in digital inclusion provision throughout North Lanarkshire as part of their Community Benefits contribution. • Work with local voluntary and statutory agencies to develop a package of resources around digital Inclusion. We will aim to work with local organisations such as North Lanarkshire Muslim Women and Family Alliance and others to make these as accessible as possible to everyone within the community. • Assess the monitoring and evaluation of Party Smart Party Safe project (integrated partnership between NHSL Health Improvement, Police Scotland, Scottish Fire & Rescue services and Housing) and its effectiveness in mental health and suicide prevention. • Continue to make links between the work of the Local Partnership Team and delivery of the LOIPs and Community Board • More mental health campaigns will be promoted. • Cost of Living Event in the Shining Stars Building, Whifflet Street, targeting parents and carers and priority area. Range of organisations and agencies will be in attendance offering support and advice. Eleven stall holders confirmed attendance. • Growing in the Brig looking to expand their provision into private garden spaces across Coatbridge. Page 125 of 276
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CUMBERNAULD LOCAL OUTCOME IMPROVEMENT PLAN 6 MONTHLY OUTCOMES REPORT PERIOD COVERED: October 2022 – March 2023 PROGRESS AND HIGHLIGHTS: • Transport - Research taking place and local transport issues identified. • Greenspace - Local organisations and groups identified in relation to green agenda to promote localised information sharing and networking. • Draft survey developed and engagement with local schools planned to assess school usage of greenspaces and to identify training needs for teachers and key organisations. • Range of organisations across Cumbernauld area awarded Recover NL funding to enable them to carry out small scale environmental improvements, litter picks and clean up campaigns. • Youth engagement - young people engaged in Youth Engagement subgroup and agreed to report back to the Community Board • Youth representative identified to attend NL Driving Digital Locally Subgroup • Survey carried out by MSYP around transport issues being shared with Public and Community Transport subgroup. • Young people participated in CommUnity agreement session delivered by CPT to ensure youth contribution to the process. • Digital inclusion embedded in all other priorities and subgroups with issues raised via Board representative on NL Driving Digital Locally subgroup. • Targeted action - subgroup established and meeting 6 weekly. Issues identified around community safety and health inequalities within three priority areas and large population of older people identified in Kildrum. • CCTV cameras installed and operational in Carbrain in response to community safety issues and antisocial behaviour. • Targeted Action - Successful cost of living event delivered 23/11/22 with approx. 80 people in attendance. • 8 Cost of living drop-in venues developed by local community groups and organisations funded through NLC. CPT circulated period dignity products to all drop-ins to target those most in need. • Communication and engagement - Consultation carried out with local people around Council Budgets, community agreement listing of Cumbernauld Town Centre, Local people in Westfield also consulted regarding progressing Local Development Plan proposals. • Engagement session carried out in partnership with Cornerstone regarding energising and empowering communities 6/3/ 23. • Small grants session delivered in response to identified gap in knowledge about funding sources and processes. 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 Page 126 of 276
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PLANNED ACTIONS/DEVELOPMENTS • VANL are supporting the Greenspace and Environmental Quality subgroup to undertake a survey to be extended to voluntary organisations and groups to identify how open spaces are used locally and identify why people may not be using open spaces and look at local solutions. • Ensure clear linkage between greenspace and environmental improvements locally and links to the Open Space Strategy consultation. • Ensure clear involvement of the local subgroup in Act Now agenda being led by VANL. • Progress with consulting on and develop youth directory for young people. • Ensure that local digital priorities/issues are discussed and reported by subgroups to NL Driving Digital Locally sub- group. • Ensure clear communication via Community Board representative to NL Driving Digital Locally subgroup and back to Community Board. • Community Information Session(s) being planned within 3 priority areas in response to issues identified including poverty, preventing homelessness, Community safety, mental health and Wellbeing and suicide prevention. • Continue to explore more ways to ensure the involvement of local people from identified targeted communities within the Community Board. • Continue to build capacity within targeted communities to ensure local people are encouraged/supported to participate in consultation in relation to The Plan for North Lanarkshire, Town and Community Hubs and Town Visions • Increase awareness of all services and supports relating to financial insecurity across the Community Board area. • Further rollout of delivery of training around Poverty referral pathway and work towards all organisations signing up to referral pathway • Ensure clear communication around engagement and participation opportunities via Community Board mailing list and subgroups and associated networks. Page 127 of 276
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KILSYTH LOCAL OUTCOME IMPROVEMENT PLAN 6 MONTHLY OUTCOMES REPORT PERIOD COVERED: October 2022 – March 2023 PROGRESS AND HIGHLIGHTS: • Digital Inclusion has been added to Priority Action plans and continues to be a set agenda item within each subgroup meeting as agreed with Community Board. Digital inclusion included in mapping/consultation planned across Board area • Successful cost of living event took place in Kilsyth Primary school on 8/2/23 targeting parents and carers with approximately 60 people in attendance. • Six successful Cost of living drop-ins operated across Kilsyth and Villages by community organisation funded through NLC. Period dignity products circulated via drop-ins by Community Partnership Team. Packs of Health and Wellbeing leaflets provided by NHSL. • Questionnaire designed and circulated online to local organisations to map out food and financial insecurity activity across the Board area. • Tackling Poverty Team building links with organisations, volunteers, and young people to discuss food and financial insecurity and its effects on them. • Health and wellbeing digital document developed and circulated to raise awareness of services over Festive period and packs circulated to Cost of living drop-ins. • Street soccer youth diversionary activity delivered in Croy. • Consultation questionnaire designed and agreed and being used as basis for Consultation workshops with young people to identify needs in relation to LOIP priorities. • Visitkilsyth.com website, e-mail address and domain name have been purchased and mapping exercise complete. Local projects completed including tree planting and clearing of curling pond. Mapping of accommodation completed. Grant funding secured to purchase plants. • Walking routes prepared and digitalised. • Range of community groups and organisation awarded Recover NL funding through NLC enabling them to carry out small environmental and litter picking projects to improve local spaces. • Consultation took place with local tenants and residents to progress Bogside Park play development. • Partnership work with Livingston Park community group ongoing to develop Play area. Consultation now complete and project progressed to tender process. PLANNED ACTIONS/DEVELOPMENTS FOR NEXT REPORTING PERIOD: • Continue to ensure digital inclusion is key agenda item discussed at all other priority subgroup meetings and any local information/issues are passed to Community Board reps to raise at Driving Digital Locally Subgroup meetings. Continue to ensure digital inclusion questions included within LOIP consultation carried out across Kilsyth and Villages LOIP PRIORITIES • Digital Inclusion • Food and Financial Insecurity • Health and Wellbeing • Improving the environment with a focus on Kilsyth town centre • Public and Community Transport • Targeted action within identified communities across the board area • Youth Engagement Page 128 of 276
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• Complete mapping exercise to identify Food and Financial Insecurity activity, analyse feedback and identify any gaps in provision. Use findings from the mapping exercise to identify and target future actions in relation to Food and Financial Insecurity. • Focus on establishing a health and wellbeing subgroup for the Kilsyth area. • Develop a coordinated community, voluntary and statutory sector approach to environmental improvements, management, and maintenance. • Carry out consultation with local people and children within two local primary schools in relation to Bogside Park play development. • Youth Consultation planned in May within St Maurice’s High School and Kilsyth Academy feeder schools for young people in the Kilsyth and Villages area to identify needs of local young people. • Continue to increase participation and involvement in the subgroups of key organisations working with young people across Kilsyth and Villages Board area. Page 129 of 276
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MOTHERWELL LOCAL OUTCOME IMPROVEMENT PLAN 6 MONTHLY OUTCOMES REPORT PERIOD COVERED: 01/10/2022 – 31/03/2023 PROGRESS AND HIGHLIGHTS: • CommUnity Agreement Community conversations took place throughout March 2023. • A number of groups supported to access resources including 9 groups received £11,184.66 Recover NL Environmental fund, 10 organisations received the Grant Award Programme totalling £77,417 and 16 Groups received Community Grants totalling £10,276.50. Support provided to identify and access external resource. Communities have influenced use of LDP resource including - For example. − Completion of engagement for parking at Robert Burns Avenue, Newarthill. − Engagement with schools and community around the development of the Loaning Play Park. Project value £120k. − Engagement with Lanarkshire Deaf Club as part of the designs for the development of play park at Roman Road. − Duchess Park. Work with local councillors and residents to improve community safety. CCTV was installed in March 2023. • 7 local groups were supported to deliver Cost of Living Community Drop-in activity to the value of £39,623 through council venues providing safe spaces, heat, food and hot drinks to those most affected by cost-of-living crisis. • 17 local organisations were provided with free period products to make these more accessible to local communities. • Support provided to community organisations around community ownership or management of council assets. Along with awareness raising session around LOIP monitoring and reporting. • The Driving Digital Locally subgroup continues to work with Comms World to look at community benefits. CommsWorld will undertake a stakeholder mapping exercise across North Lanarkshire based on themes from LOIPs and the output will be presented by community board area with information used to help inform local action for the area. • 30 people took part in an engagement session on 14th Dec 22 to discuss the council’s Budget process • Work with the African Collaborative Group to look at options, asset transfer of the Jerviston Community Centre. • 4000 people attended an open day at Motherwell Fire Station involving all partners (including CLD, local bee keepers society, mental health organisations, heritage trust) • A high number of home fire safety referrals and visits delivered with an emphasis on High Risk people. • Launch of the SFRS Youth Volunteer Scheme including 75% of volunteers coming from care experienced background, with 4 persons coming from supported accommodation within the area and 2 new volunteer instructors coming through Who Cares Scotland and Today Not Tomorrow (Promise team). LOIP PRIORITIES • Digital Inclusion • Community Engagement • Community Safety • Mental Health and Wellbeing • Tackling Poverty and Inequalities • Environment • Town and Community hubs and town vision (proposal to broaden focus outlined in update) Page 130 of 276
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• Motherwell fire station’s water rescue crew have tied in with Active Schools NL to deliver water safety training and demonstrate water rescue techniques for local children and youth groups at Strathclyde Park including launching water rescue boat, fire service personnel rescue swimming, swift water rescue and shore-based throwline throwing. • Targeted approach to secondary fires through anti-social behaviour demand reduction strategy including leaflet drops and information events, fire crews litter picking at Forgewood and community safety advocates assisting the community. • Joint fire anti-social behaviour presentations have been presented at Brannock and Newarthill Schools. • There has been a marked decrease in the prevalence of issues associated with off road bikes in the Motherwell area linked to engagement with mechanic premises used to maintain the machines and the launch of the NLC funded Police Scotland Quad bike campaign allowing the effective patrol of hotspot areas. • Some campaign work and signage has been targeted to hotspot areas for dog fouling and litter to raise awareness as to how community groups can access resource for example through Recover NL for local solutions and assisting to raise awareness of responsible behaviour and access to dog waste bags. • Local people were encouraged to report hate crime through the ‘Help Make Scotland a Better Place’ online campaign. A further campaign, launched in April 2023 - Don't Feed Hate -targets young white men aged 18 to 30, who are identified as most at risk of committing a hate crime. • SFRS have continued their work with “Off the Bench” at Motherwell football stadium by bringing FireReach Outreach into the area alongside the traditional FireReach programme held at Coatbridge Fire Station. • In response to loitering and disorder within North Motherwell, a targeted approach was taken through multi agency meetings and additional review of NLC CCTV across the local area. Lead to drugs warrants being sought to disrupt this and associated anti-social behaviour. • Police visits have been undertaken in partnership with CLD to engage with youth groups and the local children’s homes for diversionary activity and youth engagement. • Partnership site visit and initial discussion took place with regards to raising awareness in target areas of exploitation of Young People and connected dangers (Contextual Safeguarding). • A Community Alcohol Partnership has been established for the Motherwell area aiming to reduce alcohol related harm and youth disorder within the Motherwell area. With 1000 responses, visits were made to problematic off sales and additional training offered at hotspot areas for the supply of alcohol to juveniles. • VANL received funding form the Scottish Government to distribute to the NL Community and Voluntary Sector for projects delivering activity that contributes to key priorities. Some of the organisations in Motherwell funded through the Community Mental Health and Wellbeing Fund include, The Well Foundation, The Health and Wellness Hub, Motherwell Football Club Community Trust, Forgewood Housing Coop, Motherwell and Wishaw CAB. • Targeted development and capacity building support was provided to 19 organisations for the reporting period (i.e. funding advice, project development plans, governance, organisational policies etc) with ad hoc advice provided to many more organisations. • Motherwell Football Club (MFC) Community Trust ran a Festive Friends campaign over the Christmas period. The aim of the campaign was to reduce the number of people, aged 60 and above, feeling isolated and lonely during the festive period. Over 125 nominations were received for Motherwell, Bellshill and Wishaw/Shotts. MFC Community Trust along with the support from partners/volunteers delivered hampers to the nominees to help make Christmas a little brighter and easier. • Motherwell’s Community GP Link Worker attended mental health priority sub group meeting to explain the Community Link service and the referral pathway available in 5 practices in Motherwell. They provide support with various topics, such as social isolation, financial and benefits, employment, and housing. • Community Champions Tackling Poverty training was offered to staff and volunteers from the community drop in points (warm space providers). This training was based on the IFAN North Lanarkshire ‘Worrying Page 131 of 276
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about Money’ resource and was delivered by NHS Health Improvement and the Tackling Poverty Team. The training reached 75% of organisations involved with 9/14 attending. The aim was to increase confidence in how to talk about money worries with communities and increase knowledge of the support services available. Evaluation of the training showed an increase in knowledge and confidence around raising the issue of financial wellbeing and knowing the support services available when needed. • Motherwell and Wishaw CAB have delivered Energy Best Deal training between 30th November 2022 and 6th April 2023 aiming to help vulnerable consumers and those in or at risk of fuel poverty to be able to afford their energy bills. 774 one-one sessions were delivered relating to energy advice, 52 clients received more complex advice and 42 Group sessions were delivered to clients or frontline workers. • Motherwell and Wishaw CAB have partnered with the fuel bank to provide energy vouchers to those struggling with the cost of living to the value of over £45,000 since Dec 2022. • VANL have produced an environmental policy should this be required by any organisation and six guides which organisations can use both for information and to deliver workshops covering: Community-led Greening and Conservation, Community-Owned Renewable Energy, Green Home Energy, Community Food Growing, Active Travel and Community Transport and Community Sharing and Upcycling. • Initial partnership meetings took place with between SFRS, NLC and VANL regarding Motherwell Fire Station Community Garden Project to develop action and implementation plan and early discussion with local groups regarding access and use PLANNED ACTIONS/DEVELOPMENTS • Light touch review of some of the actions/tasks under approved priorities across several priority themes to ensure they are reflective of current local need. • Town and Community Hub and Town Vision priority is to be broadened out to reflect wider investment and infrastructure improvements in the Motherwell area including provision to focus action and partner resource and interventions to particular areas of concern or where significant progress or work is being undertaken that has an impact on certain areas. • Using the findings of the CommsWorld mapping to inform local action for the Motherwell area. • Further work to raise awareness of the LDP and ensure delivery of priority community led projects. • Continued focus on community resilience through learning from Recover NL initiative and work to increase participation of communities in local environmental initiatives. • Focus on coordination of resource for partnership engagement activity including the CommUnity Agreement, Community Wealth Building approaches and Open Space Strategy. • Increasing community and voluntary sector participation in delivery of LOIP priorities and associated sub groups. • Promotion of ALISS tool (A Local Information System for Scotland) for support available in Motherwell. • New suicide prevention training currently being designed and piloted by the NHS Health Improvement Mental Health Team. • Development of a more coordinated approach to delivery of training and awareness raising sessions. • Delivery of tackling poverty training to community groups/organisations and NHS Clinical Teams. • Continue to engage in the development of the land located at the back of the Motherwell Fire Station as a community garden for wider use and engage local groups. • Identify opportunities to build on recent work with communities through Recover NL and Keep Scotland Beautiful. • Meeting with Community Board reps to further refine the previous Town and Community Hub and Town Vision priority and to define key actions associated with the changes proposed. Page 132 of 276
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NORTHERN CORRIDOR LOCAL OUTCOME IMPROVEMENT PLAN 6 MONTHLY OUTCOMES REPORT PERIOD COVERED: October 2022 – March 2023 PROGRESS AND HIGHLIGHTS: • NLC funded 5 successful cost of living events carried out across Northern Corridor in partnership with Carers Together. • Community organisations provided 8 successful cost of living drop-ins across Northern Corridor funded by NLC and supported by Community Partnership Team (CPT). CPT circulated period dignity projects to target the most in need. Health wellbeing pack of leaflets provided by NHSL. • Successful funding bid to North Consortium for additional Mental Health support to fund ‘Never Alone’ weekly provision in Moodiesburn. • Engagement with young people identified need for health project for community transport to enable young people to link to activities taking place in Moodiesburn and Glenboig with £3K and £4K funding secured from North Locality consortium to fund these projects. • Consultation carried out with children within St Barbara’s and Gartcosh Primary around the development of Lochside Play Park, Gartcosh. • Cardowan Community Meadow supported by CPT successfully accessed £3K funding from North Locality consortium to fund health and wellbeing project for young people. • Increased uptake of free bus passes by young people. • Transport subgroup (Community groups and organisations and elected members) met with First Glasgow as part of ongoing communication regarding transport issues in Northern Corridor. • Successfully secured £4.5K funding from North Locality Activity fund to fund short term solutions to transport issues in the Northern Corridor. This will support local people to access services such as Post Office in Glenboig Life Centre. • Moodiesburn Community Action Group established and leading Moodiesburn West Priority. Initial consultation carried out Dec 22 to encourage involvement in action group and priority leading to additional local people joining the group. Local health issue addressed through joint work with Never Alone group around Mental Health Issues. • Successful Cost of Living Community Drop-in by Nothing is Impossible Ministries at Coffee House funded through NLC. • CPT developed a Community Matters mailing list and circulate regular communication of relevant information. PLANNED ACTIONS/DEVELOPMENTS • Continue to identify actions to build local relationships, networks and increase participation and transparency between agencies. • Work with local community around their aspirations to gain access to the red blais ash pitch. LOIP PRIORITIES • BUILDING LOCAL RELATIONSHIPS, TRUST AND COMMUNICATION • CHILDREN AND YOUNG PEOPLE • COMMUNITY TRANSPORT • HEALTH INEQUALITIES • MOODIESBURN WEST • SOCIAL INTEGRATION AND INCLUSION Page 133 of 276
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• Create a communication plan with NLC. • Continue to map local service work towards achieving 20-minute neighbourhoods in the area. • Public Transport issues identified by young people to be linked to Community Transport subgroup. • Playpark development and refurbishment across sites in Northern Corridor including, Chryston, Millerston, Cardowan, Moodiesburn and Gartcosh. • Further consultation with young people around skatepark in Moodiesburn. • Further consultation planned with young people across the Northern Corridor. • Support development of Cardowan Community Meadow and Bike and Active Travel Hub. • Further development planning session with First Glasgow to discuss potential new routes and timetabling across Northern Corridor and explore the potential to engage further with other transport providers meeting with First Bus and Scotrail to discuss better linking up of transport services. • Maintain focus on suicide Prevention work. • Further Community Listening Event consultation planned around June/July 2023. • Development of Kelvin Drive Skatepark in Moodiesburn • Recruitment of more groups to be involved in LOIP priorities and improved ways of engagement. Page 134 of 276
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SHOTTS LOCAL OUTCOME IMPROVEMENT PLAN 6 MONTHLY OUTCOMES REPORT PERIOD COVERED: 01/10/2022 – 31/03/2023 PROGRESS AND HIGHLIGHTS: • The locality has actively been represented on the Driving Digital Locally Subgroup by VANL , with a new local representative recently joining. They have updated at the Community Board and at the Driving Digital Locally subgroup on key developments and opportunities. The Driving Digital Locally subgroup has met monthly and has dealt with a number of issues such as the Community Benefit from the CommsWorld contract with North Lanarkshire Council and connectivity throughout the localities. • CommsWorld will undertake a stakeholder mapping exercise across North Lanarkshire based on themes from LOIPS. The output of this mapping exercise will be by community board area and will show where digital services are available. A timescale for the initial report has been agreed for July 23 and this information can be used to inform local action. • Local communities supported to develop eight new Local Development Programme (LDP) capital project proposals. The purpose is to provide local people with an opportunity to enhance their local environment and identify community safety concerns through targeted community led funding. As part of this approach in March 2023 an information event was delivered promoting NLC LDP and supporting local communities and raising their awareness of the process and the impact of the funding available. • 5 organisations supported to deliver localised Community Drop in points (Wam Spaces). This resulted in funding of £22,924 being secured for these organisations to deliver these projects. This provided an opportunity to enhance community level provision targeted to those most affected by the cost-of- living crisis during winter months. Further support was provided to 2 organisations to enable them to continue this approach. • Targeted engagement with CLD (Youth Work) and the local youth forum highlighting issues of concern around transport. This resulted in an information and dialogue session between SPT and the local youth forum. This highlighted the challenges young people have in accessing employment opportunities and socialising with friendship groups out with their area due to limited transport availability. From this it was agreed young people will be supported to carry out a youth survey at the local high school. • Diversionary activities co-ordinated and delivered by various Community Planning Partners take place on evenings and weekends in the form of Street Soccer, Friday and Saturday Night Projects for children aged 9 – 18 years. The overall aim is to provide community based diversionary activities and safe spaces for young people that support health and well-being, reduce anti-social behaviour, and improve outcomes for young people who experience significant barriers to participation. Approximately 800 young people continued to attend diversionary activities each weekend, through 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 Page 135 of 276
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Friday Night and Saturday Night Projects for young people across nine venues, including the popular Street Soccer programme. Young people participate in free physical activity and youth work programmes leading to improved health and wellbeing outcomes. • Implementation of Operation MotoX with funding from NLC – LDP to purchase off road motorcycles to tackle the anti-social use of quad and off-road motorcycles. Since the start of this operation Wishaw and Shotts Community Police have seized 17 off road vehicles. Thirteen adults have been reported to the Procurator Fiscal for a variety of road traffic offences and so far, resulting in eleven adults have receiving fines of between £140 and £400 along with between 3 and 6 penalty points of their licence. In addition, five juveniles have been reported to the Children’s Reporter. Wishaw and Shotts Community Police are continuing to participate in Operation MotoX this year to target the anti-social use of off-road vehicles. Following the re-launch of Operation MotoX in July 2021, there was an overall reduction in incidents involving off road motorcycles and quads by around 51% in Lanarkshire, based on the first six months of the operation compared to the year before. • Within Shotts area there has been a significant reduction in Secondary Fires from quarter 4 this year compared to quarter 4 last year (60%) reduction from 53 fires to 16 fires as a result of targeted work with students and staff at Calderhead High School involving presentations and discussions in Anti- Social Behaviour. SFRS Lanarkshire have also piloted a version of a campus cop utilising a community safety advocate to provide a direct link with pupils and inform on the issues caused by secondary fires. Also children from the local area have attended Fire Reach and FSSE. • Delivery of Hazard Awareness Training to partner agencies (Police, Scottish Ambulance Service and NHS Staff) regarding risks and Home Fire Safety Visits resulting in an increase (66%) in High-Risk Referrals from our partners. • There are clear links between poverty and mental health, poverty significantly increases the risk of poor mental health and adults living in poverty are twice as likely to have poor mental health. Money Counts training, based on the IFAN leaflet can have a positive effect on mental health, and was delivered to staff and volunteers from Community Drop In points over 2 sessions. Evaluation of the training showed notable increases in participants’ knowledge of Support Services using a cash first approach and, in their confidence, to raise the issue about money worries post training. • GBT Shotts have launched their new fitness programme with 102 individuals participating across the various activities on the day of the launch event, leading to a regular timetable of activities to increase physical activity, reduce stress and improve physical and mental wellbeing. • Ongoing sharing of mental health and wellbeing support information with partners, through Health Improvement’s Health and Wellbeing Support Tool to increase social prescribing opportunities. • Food Poverty Gateway awareness sessions (IFAN leaflet) • Local climate change action group set up by GBT Shotts volunteers linked with the ACT Now programme. • VANL has prepared an environmental policy and guides to share with organisations for their use including: Community-Led Greening and Conservation; Community-Owned Renewable Energy; Green Home Energy; Community Food Growing; Active Travel and Community Transport; Community Sharing and Upcycling. • Meeting with local youth forum and SPT around transport issues highlighted with local young people who are facing employment and social interaction challenges due to Transport availability. Further engagement planned PLANNED ACTIONS/DEVELOPMENTS • Formation of a short life working group to establish locally community-led action on digital inclusion informed by outcome of mapping exercise planned with CommsWorld to establish the gaps in digital inclusion provision throughout North Lanarkshire • Forward and coordinated planning around specific information events Page 136 of 276
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• Work to encourage young people and other seldom heard voice participation within Community Engagement subgroup and other LOIP priorities • Agreement to coordinate community engagement and information to raise awareness of the LOIP and Community Board etc. • Police and Fire Service will commit to a thematic reporting structure quarterly with 3 actions addressed across our education and youth settings (Q1: Grass & wind fires, Wheely bin fires, Derelict property dangers; Q2: Fire related ASB , Holiday Safety , Countryside & outdoor safety; Q3: Student safety, Electrical safety, Chimney safety; Q4: Festive safety, Safety at home / Fire and alcohol safety, Cooking safety) • SFRS/Police/SWD: Planned Diversionary opportunities to support those children who are most at risk through a local referral pathway to FireReach run by the SFRS. • Police / NHS: Delivery of training on Solihull training will be given to Police Officers to support an understanding of trauma and how to become better trauma informed. • Trading Standards: Deliver business guidance and advice to a range of retail premises on the dangers of underage vaping and other age restricted products. • Police / Trading Standards: Set up a Community Alcohol Partnership • Police/Housing/ASB Team: Joint engagement with those families who cause the most concern within our communities by way of tenancy warnings, joint visits and local area action plans – Continue with joint meetings and joint local action. • Police /Trading Standards: Doorstep crime initiative to address unscrupulous traders working on property and education of our most at risk individuals within our communities. • NHSL continue to share mental health and wellbeing support information and training programme with partners. (Trauma informed workforce animations, Suicide Alert Briefings, Calm Distress, Well Connected, Suicide Prevention Lanarkshire App, Clear your head campaign, Elament, SMHAF, Lanarkshire Mind Matters and other available resources/campaigns. • Continued delivery of Stigma Free Lanarkshire (SFL) learning workshops to promote key messages around Mental Health Anti- Stigma and raise awareness/reduce stigma, and support organisations to sign up to the SFL Pledge. • Ongoing sharing of mental health and wellbeing support and training with partners, through Health Improvement Health and Wellbeing Support Tool to increase social prescribing opportunities. • Increased partnership working to boost Green Health opportunities. Promotion of green space availability/access and outdoor gym interactive map and increased knowledge of community assets for green space, including paths for all. • Promotion and increased knowledge of Make Life Easier, increase resident awareness and access to green space. • Local engagement on the 2023/26 Tackling Poverty Strategy • Further Tackling Poverty Awareness Training for all Community Planning Partners and available to Community Groups • Promotion of the Council’s Cost of Living Helpline • Benefit ‘take-up’ campaigns • Rolling out tackling poverty training based on worrying about money resource to clinical staff and community groups. • Working in partnership with tackling poverty action team to agree coordinated approach/delivery training/awareness raising. • Continue to build on early stakeholder discussions around Transport. • Stakeholder discussion to refocus Town and Community Hubs and Town Vision priority and agree measurable actions. Page 137 of 276
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WISHAW LOCAL OUTCOME IMPROVEMENT PLAN 6 MONTHLY OUTCOMES REPORT PERIOD COVERED: 01/10/2022 – 31/03/2023 PROGRESS AND HIGHLIGHTS: • £2,000 of funding secured to deliver a Participatory Budgeting (PB) Project in Coltness and Cleland. This resulted in 3 local organisations receiving funding to allow them to deliver local health and wellbeing projects in their community. The funding will support Cleland gala day and will allow Cleland and Coltness street scene improvement including the installation of memorial benches. Further this has resulted in extended engagement around LDP projects for Coltness. • Community consultation in relation to Newmains Play area completed and feedback used to create design specification. This has resulted in positive engagement with local groups including Community Council in relation to further local improvements. • Support to 8 organisations to deliver localised Community Drop in points (Warm Spaces) This resulted in funding of £47,169.74 from NLC being secured for these organisations to deliver these projects. This provided an opportunity to enhance community level provision targeted to those most affected by the cost of living crisis during winter months. • Diversionary activities co-ordinated and delivered by various Community Planning Partners take place on evenings and weekends in the form of Street Soccer, Friday and Saturday Night Projects for children aged 9 – 18 years. The overall aim is to provide community based diversionary activities and safe spaces for young people that support health and well-being, reduce anti-social behaviour, and improve outcomes for young people who experience significant barriers to participation. Approximately 800 young people continued to attend diversionary activities each weekend, through Friday Night and Saturday Night Projects for young people across nine venues, including the popular Street Soccer programme. Young people participate in free physical activity and youth work programmes leading to improved health and wellbeing outcomes. • The locality has been represented on the Driving Digital Locally Subgroup by a local representative and VANL . They have updated at the Community Board and at the Driving Digital Locally subgroup on key developments and opportunities. The Driving Digital Locally subgroup has met monthly and has dealt with several issues such as the Community Benefit from the CommsWorld contract with North Lanarkshire Council and connectivity throughout the localities. • Funding opportunities for activities around digital inclusion such as the Digital Pioneers Fund have been promoted to members of the Community Board. • Operation MotoX underway in the area with funding from NLC - LDP to purchase off road motorcycles to tackle the anti-social use of quad and off-road motorcycles. Since the start of this operation Wishaw and Shotts Community Police have seized 17 off road vehicles. Thirteen adults have been reported to the Procurator Fiscal for a variety of road traffic offences and so far, resulting in eleven adults have receiving fines of between £140 and £400 along with between 3 and 6 penalty points of their licence. In addition, five juveniles have been reported to the Children’s Reporter. Wishaw and Shotts LOIP PRIORITIES • Digital Inclusion • Community Engagement • Community Safety • Mental Health and Wellbeing • Tackling Poverty and inequalities • Environment Page 138 of 276
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Community Police are continuing to participate in Operation MotoX this year to target the anti-social use of off-road vehicles. Following the re-launch of Operation MotoX in July 2021, there was an overall reduction in incidents involving off road motorcycles and quads by around 51% in Lanarkshire, based on the first six months of the operation compared to the year before. • Continued engagement with the Wishaw Community through Area Based Home Fire Safety Visits, delivered by Community Fire Station Personnel and Community Action Teams. The Service have just completed its Spring Thematic engagement process which focussed on areas associated with a high volume of Secondary Fires, as historically SFRS see an increase in these types of incidents at this time of year. SFRS’s engagement model includes face to face discussions within local primary and secondary schools within the Wishaw locality. Additionally, SFRS engages with local youth groups and works in partnership with Police Scotland and NL Community safety teams. • There are clear links between poverty and mental health, poverty significantly increases the risk of poor mental health and adults living in poverty are twice as likely to have poor mental health, Money Counts training based on the IFAN leaflet can have a positive effect on mental health and was delivered by NHSL & NL Tackling Poverty Team to staff and volunteers from Community Drop In points over 2 sessions. Evaluation of the training showed notable increases in participants’ knowledge of Support Services using a cash first approach and, in their confidence, to raise the issue about money worries post training. • Time to Talk Day creates supportive communities by bringing people together and promoting good mental health and wellbeing. Event organised in partnership with LAMH and Get Walking Lanarkshire resulting in the organisations setting up a weekly walking group to improve mental and physical wellbeing. • Place Based Standards model used to strengthen understanding of community needs and issues. • Recruitment of local organisations to deliver local warm spaces/Community Drop In’s as part of the NLC - Living for Less initiative. • Poverty reduction and prevention work is undertaken by local organisations such as Paul's Parcels, Getting Better, The Salvation Army and other local churches and faith based organisations operating throughout the Fortissat ward. • Food Poverty Gateway awareness sessions (IFAN leaflet) • Increased partnership working to boost Green Health opportunities. Promotion of green space availability/access and outdoor gym interactive map and increased knowledge of community assets for green space, including paths for all. • Local climate change action group set up by GBT Shotts volunteers linked with the ACT Now programme. • VANL has prepared an environmental policy and guides: Community-Led Greening and Conservation; Community-Owned Renewable Energy; Green Home Energy; Community Food Growing; Active Travel and Community Transport; Community Sharing and Upcycling. PLANNED ACTIONS/DEVELOPMENTS • Formation of a short life working group to establish community-led action on digital inclusion. • Work with local voluntary and statutory agencies to develop a package of resources around digital Inclusion. We will aim to work with local organisations to make these as accessible as possible to everyone within the community. • A mapping exercise is planned by CommsWorld to establish the gaps in digital inclusion provision throughout North Lanarkshire. • Community Partnership Team along with other partners have agreed to plan and promote further engagement events across communities in Wishaw as targeted through Engagement Plan, including information sessions on Funding, Community Boards, LOIPs (Local Outcome Improvement Plans), and Participatory Budgeting. Page 139 of 276
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• Community Partnership Team along with community engagement sub group have agreed to work with and support Newmains Community Council to develop a Community Action Plan for Newmains. • Community Engagement sub group have agreed to develop a community engagement plan for Wishaw for 2023-2024. • Identification of seldom heard groups operating in Wishaw is currently underway. This will lead to the development of an engagement plan and processes to reach these groups to improve inclusion and equalities will follow. • Police and Fire Service will commit to a thematic reporting structure quarterly with 3 actions addressed across our education and youth settings (Q1: Grass & wind fires, Wheely bin fires, Derelict property dangers; Q2: Fire related ASB , Holiday Safety , Countryside & outdoor safety; Q3 Student safety; Electrical safety, Chimney safety; Q4: Festive safety, Safety at home / Fire and alcohol safety, Cooking safety) • SFRS/Police/SWD: Planned Diversionary opportunities to support those children who are most at risk through a local referral pathway to FireReach run by the SFRS. • Police / NHS: Delivery of training on Solihull training will be given to Police Officers to support an understanding of trauma and how to become better trauma informed. • Trading Standards: Deliver business guidance and advice to a range of retail premises on the dangers of underage vaping and other age restricted products. • Police / Trading Standards: Set up a Community Alcohol Partnership • Police/Housing/ASB Team: Joint engagement with those families who cause the most concern within our communities by way of tenancy warnings, joint visits and local area action plans – Continue with joint meetings and joint local action. • Police /Trading Standards: Doorstep crime initiative to address unscrupulous traders working on property and education of our most at risk individuals within our communities. • NHSL continue to share mental health and wellbeing support information and training program with partners. (trauma informed workforce animations, Suicide Alert Briefings, Calm Distress, Well Connected, Suicide Prevention Lanarkshire App, Clear your head campaign, Elament, SMHAF, Lanarkshire Mind Matters and other available resources/campaigns. • Continued delivery of Stigma Free Lanarkshire(SFL) learning workshops to promote key messages around Mental Health Anti- Stigma and raise awareness/reduce stigma, and support organisations to sign up to the SFL Pledge. • Ongoing sharing of mental health and wellbeing support and training with partners, through Health Improvement Health and Wellbeing Support Tool to increase social prescribing opportunities. • Further Tackling Poverty Awareness Training for all Community Planning Partners and available to Community Groups • Promotion of the Council’s Cost of Living Helpline Page 140 of 276
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• Benefit ‘take-up’ campaigns • Rolling out tackling poverty training based on worrying about money resource to clinical staff and community groups. • Working in partnership with tackling poverty action team to agree coordinate approach/delivery training/awareness raising. • Increased partnership working to boost Green Health opportunities. Promotion of green space availability/access and outdoor gym interactive and increased knowledge of community assets for green space, including paths for all. • Promotion and increased knowledge of Make Life Easier, increase resident awareness and access to green space. Page 141 of 276
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref SP/LP/GS Date 21/08/23 Community Asset Transfer and Participation Requests: Annual Report for 2022/23 From Stephen Penman, Chief Officer – Strategic Communication and Engagement E-mail penmanste@northlan.gov.uk pollockle@northlan.gov.uk Telephone 07814916564 Executive Summary The purpose of this report is to provide the Communities Committee with the annual progress report regarding Community Asset Transfer (CAT) and Participation Requests (PR) in North Lanarkshire. The report has been prepared in line with the legislative requirements set out in Parts 3 and 5 of the Community Empowerment (Scotland) Act 2015, requiring relevant authorities to publish an annual report setting out the number of requests received and the outcome of these. A summary of this report will be published and made available online to communities. Recommendations It is recommended that the Communities Committee: (1) Endorse the progress made in implementing the North Lanarkshire Community Asset Transfer (CAT) and Participation Request approach and the level of support being provided to groups and organisations engaged in the process; (2) Note the number of Community Asset Transfer requests agreed or refused, whether they resulted in transfer of ownership, lease or conferral of other rights, number of appeals, and number of decisions made by the Council that have been reviewed and the level of capacity building support being provided to groups and organisations engaged in the process; (3) Approve the official annual return for submission to the Scottish Government, and; (4) Authorise that this report and the annual government return is made publicly available to meet our requirements under Section 95 of the Community Empowerment (Scotland) Act 2015 to produce and publish an annual report on Asset Transfer Request activity. The Plan for North Lanarkshire Priority All priorities Ambition statement (19) Improve engagement with communities and develop their capacity to help themselves Item 9 Page 143 of 276
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1. Background 1.1 The Community Empowerment (Scotland) Act 2015 came into force in July 2015. The Act requires local authorities to engage with communities and the voluntary sector to deliver effective services in partnership to meet local need. Community Asset Transfer is covered under part 5 of the Act and Participation Request requests are covered under Part 3 of the Act. 1.2 The Council’s Corporate Community Ownership and Management Working Group oversees delivery of the processes and for setting implementation priorities for this part of council business. (Refer to Appendix 1 for working group membership.) 1.3 To date there has been a focus on ensuring that the Council’s processes reflect the requirement to: - • empower community bodies through the ownership of land and buildings and strengthening their voices in the decisions that matter to them; • focus on achieving outcomes and improving the process of community planning through community participation; • implement, and continue to review, the CAT and PR policy and process approved by the Community Empowerment Committee in April 2020 reflecting The Plan for North Lanarkshire (TPFNL) and other national review and guidance. 2. Report Community Asset Transfer Update 2.1 Between the 1 April 2022 and the 31 March 2023 there has been a total of 16 new enquires relating to CAT. Combined with 9 ongoing enquiries from the previous year; has meant officers involved in the CAT process have been engaging and supporting 25 organisations and groups all at different stages of the CAT process. 2.2 Table 1 below summarises the enquiries/submissions received within the reporting period. Table 1 Community Asset Transfer enquiries/submissions up to 31 March 2023 Classification Number Ongoing enquiries from previous years 9 Number of new enquires received with reporting period (telephone / email or web enquiries) 16 Total number of ongoing / new enquiries 25 Enquiries leading to formal CAT applications being submitted 1 Further breakdowns Number of successful CAT applications determined 0 Number of unsuccessful CAT applications determined 0 Unsuccessful CAT applications that went to authority appeal or ministerial review 0 Number of applications withdrawn 0 Page 144 of 276
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Number of CAT applications yet to be determined 1 Enquiries resulting in other ownership or management options 2 Enquiries withdrawn 1 Number of ongoing enquiries 21 Anticipated / applications pending 5 Enquiries with limited or early progress to report 12 Enquiries with no progress to report 5 2.3 The focus for all enquiries is to secure the best outcome for all parties. It is important to note, that some enquiries will be withdrawn, some will lead to formal CAT applications being submitted and some enquiries will be resolved through other means such as, commercial leases, alternative management agreements etc. 2.4 A detailed breakdown of the CAT activity is provided in Appendix 2 of this report. CAT - Key highlights for 2022/23: 2.5 Key highlights from the last reporting year include: • Ongoing work and negotiations in respects of CAT – leases agreed during 2021/22 for Viewpark Gardens Trust and Palacerigg Community Trust. • During the reporting period, enquiries and expressions of interests have been received from seven community board areas. The awareness of the CAT process is increasing, with more organisations are making early contact for advice, guidance, and support. • A significant number of enquiries have been received from Community and Amateur Sports Organisations and Clubs this reporting period. Enquiries from football clubs and academies, boxing clubs, a basketball team, a community fitness organisation and a running club. Opportunities arising from the new sports pitch strategy currently being developed may offer potential solutions for some of these enquiries / expressions of interest. • Many organisations have received developmental support, guidance or advice from the Community Partnership Team to assess their capacity and to agree the best outcome for them in line with their organisational aspirations. Organisations continue to be appreciative of this initial offer of support. • Delivery of CAT briefing sessions for Elected Members was completed. Participation Requests 2.6 Participation requests are a way for people to have their say about what improvements they would like to see made to public services they use. This is outlined in Part 3 of the Community Empowerment (Scotland) Act (2015). By making a participation request, a community body, or a group of people can start a discussion with the council about how to improve services. This may be as simple as a focused discussion or may be about negotiating and agreeing for the community body to assume responsibility for making improvements within their local community. The council must agree to the request or give a good reason why not. If the request is granted, the community body will be invited to participate in an outcome improvement process. This formal process will determine the finer details of any involvement or improvement work. It is envisaged that the outcome improvement process will lead to an improvement in the way a service is delivered or to improved outcomes for local communities and for local people. Page 145 of 276
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2.7 There have been a total of two participation request enquiries. Both enquires resulted in the two community bodies submitting formal participation requests. A detailed breakdown of the participation requests is included in Appendix 3. 2.8 Table 2 below summarises the enquiries/submissions received between 1st April 2022 and 31st March 2023. Table 2 Participation Request enquiries/submissions up to 31 March 2023 Classification Number Ongoing enquiries from previous periods 0 Number of new participation request enquiries 2022-23 2 Total number of PR enquiries 2 Enquiries leading to formal Participation Request applications 2 Number of participation requests with successful outcomes agreed 2 Number of unsuccessful participation requests determined 0 Number of enquiries withdrawn 0 Number of applications yet to be determined 0 Number of PR requests pending 0 Total number of live PR case operating within NLC 4 Requests - Key highlights for 2022/23: 2.9 Key updates for 2022/23 include: • The two latest successful participation requests (as with the two from 2020-22 reporting periods), relate to community organisations supporting North Lanarkshire Council by taking responsibility for local green environmentally friendly initiatives and open space / streetscape improvements. • All four community organisations have been successful in applications for funding support from various council grant funding programmes including Recover NL Environmental Funding, Campsies Grant Award Programme, Grant Award Programme (GAP) and the Local Development Programme (LDP). • This partnership approach to environmental improvement work and pursuing greener lifestyles demonstrates the motivation of local organisations and residents to prioritise and take actions to improve the environment. Capacity Building Support for CAT & PR requests 2.10 While the number of organisations submitting formal CAT and PR applications is relatively low, pre-application support is being provided to most organisations following their early expression of interest/enquiry. This initial support ensures that the organisations understand the empowerment focussed processes and enables them to access vital information, guidance, and advice at the same time. Many organisations are also receiving extended support from the Community Partnership Team to further develop their capacity and to enable then to develop important supporting evidence for their CAT and PR requests. This often includes advice on planning, finances, staffing /volunteers, policies and procedures, promotions, project management, community engagement and consultation. This can be resource intensive, however Page 146 of 276
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the council is committed to ensuring that it does not transfer the burden of property or land, or delivery of local improvements to organisations who do not have the capacity and/or resources to sustain the important work within communities. 2.11 It is likely that requests for support will match the levels of enquiries received each year. The provision of support is very important and enables organisations to submit more rounded, well considered applications and to improve their own capacity to manage community assets and improve local outcomes. 2.12 The council's approach to asset rationalisation can impact on the number of community organisations considering CAT and PR applications on behalf of communities. Additional support and capacity building may need to be offered to such organisations. Promotions and Awareness Raising 2.13 Work will continue to better promote and raise awareness of the various participation and empowerment tools and approaches linked to CAT and PR, and will include: - • Ensuring our web pages are kept up to date with new learning, advice, and support options. • Refresher briefings for council officers on the Community Empowerment Act • Briefings/training for community organisations • CAT and Participation Request briefings will continue to form part of the Development Programme for Community Boards • PR briefing sessions for Elected Members and Senior Officers involved in the Corporate Community Ownership and Management Working Group. Future Priorities 2.14 Building on the progress to date in implementing the Community Asset Transfer and Participation Requests policy, a key area of focus is ensuring that the process moves at an appropriate pace. To achieve this, the current action plan for the Corporate Community Ownership and Management of Assets working group will be reviewed and updated. The key priorities for the next action plan include: - • Continuing to develop and manage Community Asset Transfer and Participation Request processes in line with the Community Empowerment Act. • Review and benchmark our processes and research other options that could be considered in a widened spectrum of solutions to support the CAT aspirations of communities. • Implement one point of contact for all property requests/CAT applications/lease enquiries etc, submitted by community organisations. • Continue to research and develop a corporate approach to enable the council to agree appropriate discounted leasing agreements with organisations with charitable aims where it is mutually beneficial to agree outwith the CAT process. • Development of capacity building support offer for community organisations and groups. Annual data return for the Scottish Government 2.15 All relevant authorities concerned with asset transfer under schedule 3 of the Community Empowerment (Scotland) Act 2015 are required to submit an annual return to the Scottish Government. The Scottish Government provides a template to use for this purpose. Page 147 of 276
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2.16 Appendix 4 contains the completed template for North Lanarkshire Council and contains key data for the period 1 April 2022 to 31 March 2023. The information provided in the template will help inform policy and practice at a local and national level. The data will be collated and shared by the Scottish Government’s Community Empowerment Team. 2.17 This annual report, and the return for the Scottish Government contained within it, will be made publicly available to meet our requirements for reporting updates and progress to the public. 3. Measures of success 3.1 Performance measures in respect of Community Asset Transfer and Participation Requests have now been included in the Plan for North Lanarkshire – Strategic Performance Framework. The performance measures cover the following: - • number of successful Participation and CAT requests • number of community groups engaged in Participation and CAT requests; • support provided to community groups and organisations as a result of initial CAT or PR enquiries; and • positive outcomes or referrals as a result of initial CAT or PR enquiries. 4. Supporting documentation 4.1 Appendix 1: Corporate Community Ownership and Management Working Membership 4.2 Appendix 2: Community Asset Transfer Activity Log for 2022/23 4.3 Appendix 3: Participation Request Activity Log for 2022/23 4.4 Appendix 4 Annual Return to Scottish Government for 2022/23 4.5 Link to NLC – Community Asset Transfer Policy 4.6 Link to NLC – CAT & PR website pages Stephen Penman Chief Officer – Strategic Communication and Engagement Page 148 of 276
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Successful CAT requests may impact on the Council’s income in terms of revenue income and capital receipt. The implications of this could be both negative and positive and will be considered alongside risk and community benefit to contribute to determining the outcome of a CAT request. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☒ No ☐ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The Community Asset Transfer and Participation requests process has been implemented and reviewed, in accordance with the Council’s statutory duties as outlined in the Community Empowerment (Scotland) Act 2015 and the Asset Transfer under the Community Empowerment (Scotland) Act 2015 Guidance for Relevant Authorities. 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? Page 149 of 276
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Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☒ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Several of the projects will have a positive effect on the local environment as the result of improvements to community amenities. Some of the CAT proposals will involve facility upgrades which will include consideration of environmentally friendly heating sources and other options. Two participation requests focus on environmental improvement and another supporting the active travel agenda. 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 Participation Request and CAT process supports the Council’s framework for engagement with local communities and is supportive of building the capacity of local communities and of the community empowerment agenda. 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? Ongoing consideration of risk as part of the corporate risk management approach linked to the implementation of the Community Empowerment (Scotland) Act 2015 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Page 150 of 276
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Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 151 of 276
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Appendix 1 Corporate Community Ownership and Management Working Group The following services are represented of the working group: Community Partnership Team Active & Creative Communities Financial Solutions (Corporate Finance) Legal Services Roads and Land Maintenance (Environmental) Growth/Planning & Regeneration Risk and Insurance Asset & Procurement Solutions (Forward Planning and Specification Team) Business and Digital (Business Solutions) Asset & Procurement Solutions (Estates) Asset & Procurement Solutions (Operational Property) Asset & Procurement Solutions (Community Facilities) Business Development & Support Greenspace Planning NL Properties Page 152 of 276
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Appendix 2 Community Asset Transfer Activity Log for 2022/23 a) Ongoing enquiries from previous periods: (09) Organisation/group Asset 1 Villa Park Football Club Calder Park football pitches (Motherwell) 2 Chapelhall Resilience Chapelhall Senior Citizens Centre / Chapelhall Library 3 Cumbernauld Cottage Trust Former Cumbernauld Theatre buildings and land 4 Fir Park Corner Football Club Overtown Football Pitch and Pavilion 5 Harthill Village Hall Group Former Harthill Senior Citizens Centre 6 Palm Church Airdrie Rochsoles Community Centre 7 Lanarkshire Deaf Club Former Daisy Park Community Centre 8 Airdrie Citizens Advice Bureau Various town centre locations for office space and shared community hub 9 Lanarkshire Muslim Welfare Society Holytown Community Centre b) Number of new enquiries for 2022-23: (16) Organisation/group Asset Enquiry 1 North Lanarkshire Muslim Women and Family Alliance Janet Hamilton Centre & Coatbridge Outdoor Sports Centre and land Ownership 2 Bannan Fitness Janet Hamilton Centre, Coatbridge Lease 3 Airdrie & Coatbridge Harriers Coatbridge Outdoor Centre site and facilities, Coatbridge Lease / Ownership 4 North Lanarkshire Titans Land or facility for Basketball games and training Lease / Ownership 5 Airdrie Foodbank NLC premises - Anderson Street, Airdrie Lease 6 The Miracle Foundation Community Centres, Motherwell area Lease / Ownership 7 Burnhead Bowling Club Land at side of Bowling Club (previous site of tennis greens) Lease / Ownership 8 A-Jabs Community Boxing Club Birkenshaw Sports Barn Lease / Ownership 9 Shire Amateur Boxing Club Community Centres, Wishaw area Page 153 of 276
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10 Newarthill Boxing Club Community facilities, Newarthill / New Stevenson areas Lease / Ownership 11 Viewpark Conservation Group Banyan Sports Pitch (Lancaster Field), Viewpark Ownership 12 African Collaborative Jerviston Community Centre, Motherwell Ownership 13 Shotts Bon Accord Academy Clubs Football Pitches, Kirk Road, Shotts Lease / Ownership 14 Burnbank Football Club Whifflet Park - football pitches and former ground maintenance site Lease 15 Calderbraes Football Club Football Pitch, Viewpark Lease 16. Shining Stars ASN Theatre School Former Whifflet Community Centre, Coatbridge Ownership Status logs for 2022-23: c) Enquiries leading to formal CAT applications being submitted: (01) Organisation/group Asset Enquiry Outcome 1 Cumbernauld Cottage Trust Former Cumbernauld Theatre building and car park Ownership Decision not made within reporting period. However, please note that committee decision was made in May 2023 to refuse the application. d) Enquiries resulting in other ownership or management options: (02) Organisation/group Asset Outcome 1 Burnbank Football Club Former ground maintenance site at side of bowling club Commercial lease (long-term) is being progressed 2 Harthill Village Hall Group Village Hall, former Senior Citizens Centre, Harthill Commercial lease being changed from annual lease agreement to long-term lease e) Enquiries withdrawn: (01) 1 Shining Stars ASN Theatre School Site of interest - former Whifflet Community Centre, Coatbridge Page 154 of 276
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f) Expected formal CAT applications: (05) Organisation/group Asset Enquiry 1 Palm Church, Airdrie Rochsoles Community Centre, Airdrie Ownership 2 North Lanarkshire Muslim Women & Family Alliance Janet Hamilton Centre / Coatbridge Outdoor Sports site and facility Ownership / Lease 3 Bannan Fitness Janet Hamilton Centre, Coatbridge Lease 4 Airdrie & Coatbridge Harriers Coatbridge Outdoor Sports Centre site and facilities Ownership / Lease 5 African Collaborative Jerviston Community Centre, Motherwell Ownership g) Enquiries with limited or early progress to report: (11) Organisation/group Asset Notes / update 1 Villa Park Football Club Calder Park football pitches (Motherwell) The site has been de-classified as a common good property and the organisation are now at the early preparatory stages for a CAT. They remain interested in a long-term commercial lease if the site is declared surplus as part of the sports pitch strategy 2 Chapelhall Resilience Chapelhall Senior Citizens Centre / Chapelhall Library The community steering group has now set up a new organisation to progress CAT ambitions. The organisation is currently working towards becoming a Scottish Charitable Incorporated Organisation (SCIO) 3 Fir Park Corner Football Club Overtown Football Pitch and Pavilion The organisation is interested in a lease option for the site should it be declared surplus as part of the sports pitch strategy. They are willing to consider a CAT application in the longer term for the site and pavilion. 4 Lanarkshire Deaf Club Former Daisy Park Community Centre NLC – Estates and Legal are exploring matters pertaining to the land ownership. The organisation have expressed an interest in a long- Page 155 of 276
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term lease or CAT to enable them to secure external funding for facility improvement works. 5 Airdrie Citizens Advice Bureau Various town centre locations for office space and shared community hub The organisation is continuing to explore potential options within the town centre and have also being looking at alternative rental options. 6 North Lanarkshire Titans Land or facility for basketball games and training The organisation continues to explore potential options and is also engaging with Ravenscraig LTD 7 The Miracle Foundation Community Centres, Motherwell area The organisation continues to search for suitable facilities within Motherwell and surrounding areas. 8 Newarthill Boxing Club Community facilities, Newarthill / New Stevenson areas The organisation has exhausted research into CAT options within Newarthill and surrounding areas and are now considering options for a modular build on land leased from NLC at Mosshall Street, Newarthill. Potential CAT ownership being considered for the land. 9 Lanarkshire Muslim Welfare Society Holytown Community Centre Organisations is reviewing funding options for initial survey and feasibility work. Interest paused at this time. 10 Airdrie Foodbank NLC premises - Anderson Street, Airdrie Premises unavailable at this time. The organisation has been exploring alternative options. 11 Shire Amateur Boxing Club Community Centres, Wishaw area The organisation is working towards being CAT ready and are planning to apply to become a Scottish Charitable Incorporated Organisation (SCIO) Page 156 of 276
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h) Enquiries with no further updates to report: (05) 1 Burnhead Bowling Club Land at side of Bowling Club (previous site of tennis greens) Pending community discussions and feedback from elected member 2 A-Jabs Community Boxing Club Birkenshaw Sports Barn Organisation has temporarily paused work on this 3 Viewpark Conservation Group Banyan Sports Pitch (Lancaster Field), Viewpark Work as paused, awaiting feedback from sports pitch strategy 4 Shotts Bon Accord Academy Clubs Football Pitches, Kirk Road, Shotts No further contact from organisation 5 Calderbraes Football Club Football Pitch, Viewpark No further contact from organisation Page 157 of 276
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Appendix 3 Participation Request Activity Log for 2022/23 a) Ongoing enquiries from 2021-22 period: (00) b) Number of new participation request enquiries for 2022-23: (02) Organisation/group 1 Cardowan Community Meadows 2 Abronhill Regeneration Forum c) Enquiries leading to formal Participation Request applications (02) Organisation/group Details 1 Cardowan Community Meadows Using land owned by NLC, install, and operate an Active Travel Hub for the local community of Cardowan 2 Abronhill Regeneration Forum Installation and maintenance of sensory / streetscene features at various locations throughout Abronhill. (All sites are owned by NLC and operated by NLC – Land Management) d) Number of participation requests with successful outcome: (02) As per section C above e) Number of unsuccessful participation requests determined: (00) f) Number of withdrawn enquiries: (00) g) Number of applications pending determination: (00) h) Total number of live PR cases operating within NLC: (04) As per section C above plus Gartcosh Tenants and Residents Association from 2020/21 period and Stepps Community Development Trust from 2021/22 period. Page 158 of 276
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Appendix 4 Annual Return to Scottish Government for 2022/23 Asset Transfer Request Reporting Template 2022/23 for Relevant Authorities Section 95 of the Community Empowerment (Scotland) Act 2015 requires relevant authorities to produce an annual report on Asset Transfer Request activity and publish this no later than 30 June each year. Following stakeholder feedback and in response to asset transfer evaluations, this template has been created to help gather asset transfer data for the period 1 April 2022 to 31 March 2023. Information provided will help inform policy and practice at local and national level as the data will be collated and shared by the Scottish Government’s Community Empowerment Team. However, it will be for each relevant authority to make their own annual report publicly available by 30 June 2023, whether using this template or not. Please provide information in sections below and email completed template by 30 June 2023 to community.empowerment@gov.scot Section One – Relevant Authority Information Organisation: Address: North Lanarkshire Council Civic Centre, Windmillhill Street, Motherwell, ML1 1AB Completed by: Role: Gary Stark Assistant Community Partnership Manager Email: Telephone: starkga@northlan.gov.uk 07793 314527 Date of completion: 16 June 2023 Are you the Asset Transfer Lead Contact for the organisation: Yes If not please provide the name, job title and email address for the lead contact for any queries: Page 159 of 276
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Section 2: Asset Transfer Data in 2022/23 2.1 Please complete the following table for the 2022/23 reporting period : Total Applications Received Number of successful applications determined Number of unsuccessful applications determined Number received and yet to be determined Number received prior to 2022/23 and yet to be determined 1 0 0 1 0 2.2 Please provide details of Asset Transfer Requests received which resulted in transfer of ownership, lease, or rights from your relevant authority to a community transfer body in 2022/23: N/A 2.3 Please provide details of Asset Transfer Requests that went to a relevant authority appeal or review which were concluded in 2022/23: N/A Name of Community Transfer Body Was the Asset Transfer Appeal/Review accepted? (Y/N) Why was the Appeal/Review accepted/refused? Please provide details of the asset transfer request and reasons for your decision. 2.4 Please use this space to provide any further comments relating to the above data: Details of other successful outcomes / community ownership arrangements out with the Asset Transfer legislative process: 1. Long-term (low cost) commercial lease secured for Burnbank Football Club in respect to the former Whifflet Park bowling club site and extended land area to the side of the facility. 2. Long-term (low cost) commercial lease secured for Harthill Village Hall Group in respect to the former Harthill Senior Citizens Centre and associated grounds. Page 160 of 276
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Section Three – Promotion and Equality 3.1 Please provide information on any action you have taken to promote the benefits of asset transfer or any support provided for communities to engage with the Asset Transfer Request process. During the past year North Lanarkshire Council has continued to distribute informational leaflets and other literature about Community Asset Transfers and this has been used to promote and raise awareness of benefits of the process. Additionally, a briefing session was run for elected members during the reporting period. As part of a review of our internal procedures, an early meeting with interested community bodies and organisations now takes place to provide initial process advice, guidance, and support. Following this, community bodies are encouraged to submit an enquiry providing details about their organisation and the asset they are interested in. On receipt, a follow-up meeting is arranged with the organisation to discuss process matters and to answer any other questions they may have. Likewise potential support options available from the council are considered. This normally consists of capacity building, organisational development, and community engagement processes. 3.2 In particular what action has been taken to support disadvantaged communities to engage with the asset transfer process? North Lanarkshire Council has a dedicated team of officers who within their remit have responsibility for supporting and promoting community asset transfers. Our officers cover all communities within North Lanarkshire and will support organisations operating within disadvantaged communities. Priority communities have also been identified as part of our local outcome improvement plans and these communities also benefit from extended support from other community planning partners operating within that area. Section Four – Additional Information 4.1 Please use this space to provide any further feedback not covered in the above sections. Thinking to the year head, North Lanarkshire Council officers responsible for the community asset transfer process have identified several key actions: - • Continuing to develop and manage Community Asset Transfer and Participation Request processes in line with the Community Empowerment Act • Review and benchmark our processes and research other options that could be considered in a widened spectrum of solutions to support the CAT aspirations of our communities. • Implement one point of contact for all property requests / CAT applications / lease enquiries etc, submitted by community organisations. • Continue to research and develop a corporate approach to enable the council to agree discounted leasing agreements with organisations with charitable aims where it is mutually beneficial to agree out with the CAT process. • Refine and develop our capacity building support offer for community organisations and groups. Page 161 of 276
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Section 5 – Community Empowerment Act Review The following questions relate to the Scottish Government review of the Community Empowerment (Scotland) Act 2015. We would value your feedback as a relevant authority concerned with part 5 (asset transfers) of the Community Empowerment (Scotland) Act 2015. Please note, any feedback offered in Section 5 would only be used for the purposes of the review, and all comments would be anonymised. 5.1 Has the legislation made things easier or more difficult to work with communities on asset transfers? Please provide some comments on your experiences as a relevant authority engaging with this legislation. The legislation enables us to take a consistent approach to community asset transfer matters across all of our communities. By the nature of the process and the length of time involved for various stages, it can be viewed by community bodies and organisations as overly bureaucratic. The expectations of a quick turnaround of an asset transfer can be a challenge, especially for organisations who want to move fast but may not be in a position to do so. 5.2 Where can things be further improved, and what needs to change? As awareness increases about the opportunities for community asset transfers, so does the requirement to provide organisations and groups with relevant and timely guidance, advice, and support. North Lanarkshire Council and our community planning partners understand the importance of this support and remain committed to providing it, but it can lead to resourcing pressures. To ease the burden, It would be useful to consider solutions to mitigate this for relevant authorities. The CAT process can seem intensive and intimidating for many smaller organisations interested in a community asset transfer. In-spite of the available support, some organisations back off or slow down their efforts. Consideration of additional support and resources for smaller organisations, especially those operating within priority communities would be beneficial. 5.3 Are you aware of what support is available to you when engaging with this legislation, and how you can access this? Yes – there is a general awareness of the support available. North Lanarkshire Council on occasions has sought guidance and clarification from the Community Ownership Support Service. However, it would be useful if all of the specific support for relevant authorities could be highlighted and promoted. 5.4 What would you like to see now, to further empower Scotland’s communities? Empowerment is a long-term process, and it would be useful to see additional focus on reviewing and developing the tools/methodologies that could be used to support organisations and groups. Page 162 of 276
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Increased resources to allow for additional grassroots community development work and activity, including community capacity building and community engagement (especially within disadvantaged and priority communities) Collective consideration of the barriers experienced by communities in regard to empowerment and community participation and to finding solutions to removing them. Please email the completed template by 30 June 2023 to community.empowerment@gov.scot If you have any queries please contact Malcolm Cowie, Asset Transfer Policy Manager at Malcolm.cowie@gov.scot Page 163 of 276
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref SP Date 21/08/23 Strategic Performance Framework - latest performance results for Strategic Communication and Engagement From Stephen Penman, Chief Officer (Strategic Communication and Engagement) E-mail PenmanSte@northlan.gov.uk Telephone 07947 997750 Executive Summary Strategic Communication and Engagement integrates three primary divisions (Corporate Communications, Community Partnership and Customer Service Hub). With respect to the remit of the Communities Committee, performance is reported for measures around improving engagement with, and improving capacity of, communities, community involvement in decision-making and helping to facilitate a North Lanarkshire-wide approach to asset rationalisation. All three divisions of the service have a role to play, with the service in its current form being established in April 2022. This report sets out the performance overview for these aspects of the service for 2022-23 with analysis for each measure. For two of the measures, performance exceeds the target while for one measure performance does not meet the target. Recommendations It is recommended that the Communities Committee: (1) Review the high-level performance overview presented in Appendix 1, and the supporting data contained within the linked Excel spreadsheet, and identify where further information is required to understand or investigate performance further. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Item 10 Page 165 of 276
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1. Background 1.1 There are six inter-related strategic frameworks which are key to assessing the success of The Plan for North Lanarkshire and monitoring delivery towards achieving the overall vision by ensuring each stage is appropriately aligned, planned, guided, implemented, and governed. 1.2 These frameworks focus on ensuring a corporate one council approach in respect of Policy, Governance, Performance, Self-Evaluation, Project Management, and Demonstrating Improved Outcomes for Communities. 1.3 The Strategic Performance Framework comprises performance measurement at three levels (as per the diagram on the right). This aims to collectively provide an overview of performance to help understand the impact of council activities on improving services and outcomes for the people and communities of North Lanarkshire. The measures in this Framework allow for day to day activities, and progress towards achieving the long- term vision set out in The Plan for North Lanarkshire, to be regularly monitored, reported, assessed, and scrutinised. 1.4 The Strategic Performance Framework is aligned to the Accounts Commission statutory direction which places a requirement on councils to report a range of information in terms of (1) improving local services and outcomes, and (2) demonstrating Best Value. Key points of note in this respect are that the Accounts Commission also expect to see: (a) A balance in reporting areas of improvement that have been achieved and not achieved. (b) Reporting that is undertaken in a timely manner. (c) Easy access to performance information for all citizens and communities. 1.5 A Performance Reporting Schedule supports the timely submission of a range of performance information that facilitates Elected Members and senior management to undertake regular performance reviews that inform scrutiny, challenge, and decision making processes. This Schedule, endorsed by the Audit and Scrutiny Panel in February 2023, includes Chief Officer’s individual six monthly Performance Reviews at Service Committees in line with the Strategic Performance Framework. 1.6 This report therefore presents the Communities Committee with the latest performance results for Strategic Communication and Engagement for Members’ further review and scrutiny. 2. Strategic Performance Framework Communities Committee responsibilities 2.1 In line with the terms of reference outlined in the Scheme of Administration, the Communities Committee is responsible for monitoring and reviewing performance information for the following Ambition Statements from The Plan for North Lanarkshire: 19. Improve engagement with communities and develop their capacity to help themselves. 20. Improve the involvement of communities in the decisions, and development of services and supports, that affect them. Page 166 of 276
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22. Facilitate a North Lanarkshire wide approach to asset rationalisation, including with communities and partners. 2.2 The high-level performance overview in Appendix 1 presents Members with a summary of the latest results for each performance indicator within the remit of the Chief Officer (Strategic Communication and Engagement). 2.3 The information in Appendix 1 comprises the following: • An ideal direction arrow - this indicates whether a higher or lower figure is the preferred direction of travel. • Measurement unit - for example whether the result is a %, a number, a unit cost (in £), or a ratio. • Performance results for the last five financial years (depending on availability of data) along with the latest year’s target and corresponding RAG status (for indicators where it is appropriate to set targets). • The most recent monthly or quarterly results, along with the corresponding target and RAG status. Note the inclusion of this information is dependent on the measurement frequency of the indicator and availability of data as at the time of reporting. • A trend graph - this captures the direction of travel achieved over the five financial years and includes the most recent monthly or quarterly results where available. • Comments - narrative summarising the current position and providing an explanation for any significant variations in performance. Where applicable, this narrative also highlights the effect of the pandemic on service delivery, e.g. any increase or decrease in the volume of transactions or enquiries processed. 2.4 A large volume of data supports the high-level performance overview in Appendix 1. This is outlined in the latest performance results for Strategic Communication and Engagement Excel spreadsheet which is available through the following link for Members to carry out a deep dive and review and scrutinise each performance indicator further. The Menu on the second tab of the spreadsheet contains built in hyperlinks that automatically take the user to a tab for each performance indicator and therefore provides a useful navigation aid to review the contents of the file. • Latest performance results for Strategic Communication and Engagement.xlsx Current context 2.5 The service continues to develop as an integrated service which came together in its current form in 2022. Some challenges such as unanticipated work within Community Partnership to play a significant role in the council’s cost of living response and the reprofiling of the Digital NL programme have had some impact on planned operations. Recent performance highlights 2.6 A significant part of the council's strategy relies on the ability of residents to self-serve online, accessing a range of services through the council website. A MyAccount is required to do so effectively and the latest data shows a continued increase on the A higher figure is better A lower figure is better Key to RAG status Performance is on target and/or within acceptable thresholds Performance does not meet target and is outwith acceptable thresholds Performance surpasses the target and exceeds expectations Page 167 of 276
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number of people with a MyAccount due to more services being made available online and the success of the It’s Quicker to Click campaign. Areas of performance requiring improvement 2.7 The number of active community asset transfers is below the target and is lower than in previous years. However, it should be noted that discussions with community groups about community use of assets often lead to other positive outcomes for use of assets where community asset transfer is not always the most appropriate outcome for a group. It is considered likely that the council’s continued rationalisation of its assets will result in more requests for community asset transfer over the medium term. Notwithstanding this, the community partnership team will continue to engage with community groups to encourage community use of assets, and will run further community asset transfer awareness sessions with elected members and community boards during 2023/24 to encourage more dialogue about the process. Next steps 2.8 As noted in paragraph 1.5, the Strategic Performance Framework is supported by a Performance Reporting Schedule. This sets out the arrangements for service, statutory, and Strategic Performance Framework reporting to committee. In this respect the relevant Committee can expect to receive the following in respect of Strategic Communication and Engagement areas of work during 2023/24. Report Description Committee Committee cycle Community asset transfer and participation requests annual report This report fulfils the legislative requirements as set out in Parts 3 and 5 of the Community Empowerment (Scotland) Act 2015 which requires relevant authorities to publish an annual report setting out the number of requests received and the outcome of these. Communities Committee Cycle 3 of 2023 Locality planning year-end report The Community Empowerment (Scotland) Act 2015 requires Community Planning Partnerships (CPPs) to identify and understand priority communities experiencing the most significant levels of inequality. CPPs are required to agree a framework for partnership action to develop targeted, partnership interventions and approaches through working with local communities set out and articulated though Locality Plans. This report outlines the progress achieved via Locality Planning in North Lanarkshire. Communities Committee Cycle 3 of 2023 Community grants annual report The community grants scheme exists to provide small amounts of funding to community and voluntary organisations operating in North Lanarkshire. The purpose of this report is to provide details of the applications submitted for funding from the community grants scheme during the latest year and the awards made. Communities Committee Cycle 3 of 2023 Page 168 of 276
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3. Measures of success 3.1 Regular oversight and monitoring of performance across the organisation to gain assurances in terms of governance and accountability. 3.2 Regular review and challenge processes to scrutinise the performance of the council to ensure effective use of resources and that resources are directed in accordance with agreed policy and according to priorities, while ensuring sound decision making and clear accountability for the use of resources in achieving improved outcomes for service users and the local community. 3.3 Performance monitoring, management, and reporting arrangements that support the demonstration of improved performance in local services and outcomes, and the delivery of Best Value. 4. Supporting documentation 4.1 Appendix 1 - High-level performance overview Stephen Penman Chief Officer Strategic Communication and Engagement Page 169 of 276
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Page 170 of 276
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Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 171 of 276
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Appendix 1 Strategic Communication and Engagement High-level performance overview - as at July 2023 2023/24 ytd (for monthly or quarterly monitored indicators only) Community asset transfers (CATs) - number of council owned assets transferred as a result of CAT requests Pi126 higher figure is better % 2 6 5 2 0 3 red only measured annually The number of CAT enquiries has been lower than previous years as while several requests can be received and discussions entered into during the year, these do not always equate to positive community asset transfers, as applications can be withdrawn for various reasons. Only one formal CAT application was received in 2022/23, however the final decision in terms of this was not made until 2023/24. Community engagement - number of groups engaged with outwith the CAT process Pi111b higher figure is better % 53.0 42.0 27.0 52.0 100.0 90.0 blue only measured annually 2 participation requests were received and resulted in a positive outcome during 2022/23 compared to 3 out of 5 in 2021/22. The number of participation requests can vary throughout the year as it is dependent on the number of requests submitted by approved participation bodies. Community engagement - number of groups engaged with outwith the CAT process Pi111b higher figure is better number 53 42 27 52 25 n/a only measured annually n/a During 2022/23 there was ongoing engagment with 25 community/voluntary organisations. While this is a lower number of organisations compared to previoous years, the volume of support and input provided in the year was greater. In each reporting period a number of organisations receiving support can be carried forward depending on where they are in the process. As at the 2022/23 year end, a number of organisations where removed due to limited or no progress or no receipt of a formal application. In addition, the mechanism for recording these figures during 2022/23 was simplified to cover all enquiries regardless of the format received. Local services - % of adults agreeing that they can influence decisions affecting their local area Pi112 higher figure is better % 16.0 15.0 23.0 n/a only measured annually n/a Due to the pandemic the Scottish Household Survey undertaken in 2020 differed to previous years in that it was a telephone survey and the sample size was only around 3,000 households (compared to around 10,500 in previous years); 2020 survey results are therefore not available at a local authority level. In the 2021 survey, 23% of adults agreed that they could influence decisions affecting their local aarea. Results for this question are higher from adults in quintiles 4 and 5 (the least deprived areas based on the SIMD), i.e. 29% of adults in quintile 4 and 30% in quintile 5 agree they can influence decisions; for respondents from quintiles 1 and 2 (most deprived areas) only 20% felt they could influence decisions. Local services - % of adults who wish greater involvement in decisions affecting their local area Pi113 higher figure is better % 33.0 34.0 42.0 n/a only measured annually n/a Due to the pandemic the Scottish Household Survey undertaken in 2020 differed to previous years in that it was a telephone survey and the sample size was only around 3,000 households (compared to around 10,500 in previous years); 2020 survey results are therefore not available at a local authority level. In the 2021 survey, 42% of adults responded to say they wished greater involvement in decisions affecting their local area. Results for this question are higher from adults in quintiles 1 and 2 (the most deprived areas based on the SIMD), i.e. 46% of adults in quintile 1 and 49% in quintile 2 wish greater involvement in decisions affecting their local area; for respondents from quintiles 4 and 5 (least deprived areas) 33% and 42% respectively wished greater involvement in decisions affecting their local area. Online accounts - % of NL population with a MyAccount Pi107a higher figure is better % 14.9 18.4 25.1 33.5 40.6 32.0 blue 42.3 34.0 blue The number of North Lanarkshire's residents (age 12+) with a MyAccount continues to grow and reached 40.6% as at the 2022/23 year end. The first quarter of 2023/24 shows this trend is continuing with 42.3% of residents currently with a MyAccount. Myaccount is a free and secure sign-in service, providing a username and password to allow access to online digital services in North Lanarkshire and across Scotland. Residents (age 12+) with a MyAccount (125,369) account for 81.2% of all households (154,382) in North Lanarkshire. MyAccount - average number of active users Pi107b higher figure is better % - - 1,324 3,605 4,289 4,610 The number of North Lanarkshire's residents with a MyAccount who are active users each month also continues to grow, with the latest monthly average reaching 4,610. This indicator needs to be considered together with the indicator for MyAccount sign ups, i.e. the % of NL residents with a MyAccount, in order to gain the full picture of regular online usage for digital services. 2019/20Indicator id ideal direction unit of measurem ent 2018/19 2020/21 2021/22 2022/23 2022/23 target 2022/23 RAG status 2023/24 target 2023/24 RAG status trend comments(for monthly or quarterly monitored indicators only) 0 2 4 6 8 10 2018/19 2019/20 2020/21 2021/22 2022/23 0.0 20.0 40.0 60.0 80.0 100.0 2018/19 2019/20 2020/21 2021/22 2022/23 0.0 20.0 40.0 60.0 80.0 100.0 2018 2019 2021 0.0 20.0 40.0 60.0 80.0 100.0 2018 2019 2021 0.0 20.0 40.0 60.0 80.0 100.0 18/19 19/20 20/21 21/22 22/23 23/24 ytd 0 1,000 2,000 3,000 4,000 5,000 20/21 21/22 22/23 0 20 40 60 80 100 2018/19 2019/20 2020/21 2021/22 2022/23 Page 172 of 276
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☐ Yes ☒ No Ref SP/LP/GS Date 21/08/23 Community Grants – Annual Report 2022/23 From Stephen Penman, Chief Officer - Strategic Communications & Engagement E-mail PenmanSte@northlan.gov.uk Telephone 07947997750 Executive Summary The Community Grants scheme exists to provide small amounts of funding to community and voluntary organisations operating in North Lanarkshire. The purpose of this report is to provide the Communities Committee with details of the applications submitted for funding from the Community Grants scheme during 2022/23 and the awards made. Recommendations It is recommended that the Communities Committee: - (1) Acknowledges the details of the awards made through the 2022/23 Community Grants Scheme listed in Appendices 1 to 7 of this report. The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition statement (19) Improve engagement with communities and develop their capacity to help themselves Item 11 Page 173 of 276
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1. Background 1.1 The overall budget for the Community Grants Scheme for 2022/2023 was £133,627 and this provided for an allocation of £1735 for consideration per elected member. 1.2 The scheme aims to promote projects or activities for community benefit and the following applies: - • The scheme is open to democratically run voluntary organisations or community groups operating within North Lanarkshire. • Applicant organisations must be governed by people who are elected or appointed by the members of the organisation and the organisation and membership must be open to appropriate sections of the community. • Religious organisations may apply if the focus of the project is open to all sections of the community, and it doesn’t involve the promotion of a particular faith or religious viewpoint. • Parent Councils may apply for activities run by them out with school hours but not for materials for school curricular work. • Individuals, profit distributing organisations, private clubs, political parties, and Trade Unions are not eligible to apply. 2. Report Community Grants 2022/23 2.1 The Chief Officer (Strategic Communication and Engagement) has delegated authority to pay Community Grant recommendations once the application process is complete and, each year, a report is presented to committee detailing all of the awards made through this scheme within the financial year. 2.2 Appendices 1-7 provide detail of awards made on an area-by-area basis for the 2022/23 period plus an additional appendix for multi-area requests. Community Grants – Criteria 2.3 Community Grants can be used for various purposes including for example equipment, events, training, publicity, start-up costs and administration. Grants may not be used to fund costs already incurred or repairs / improvements to premises not owned by or leased to the organisation applying. The maximum groups can apply for is £1,000. They can apply up to 3 times in any one financial year for different activities (or for the same activity if 6 months have passed since the last application) but the total funded to any one organisation in any one year must not exceed the £1,000 limit. If an organisation is awarded a grant they will be expected to comply with the following conditions of grant: • return any unused grant to the Council • use grant monies only for the purposes applied for • complete a grant expenditure report and provide evidence of expenditure when requested. Page 174 of 276
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Community groups and voluntary organisations can apply at any time throughout the year. Applications are processed 4 times over the year. A schedule which details closing dates and dates in which applications will be considered is published on the Council’s website at Community grants | North Lanarkshire Council 3. Measures of success 3.1 Outcomes achieved by the grant funded organisations are monitored and assessed to ensure they meet those set out in their applications. 4. Supporting documentation 4.1 Appendix 1 Airdrie Area Awards 2022/23 4.2 Appendix 2 Bellshill Area Awards 2022/23 4.3 Appendix 3 Coatbridge Area Awards 2022/23 4.4 Appendix 4 Cumbernauld Area Awards 2022/23 4.5 Appendix 5 Kilsyth Area Awards 2022/23 4.6 Appendix 6 Motherwell Area Awards 2022/23 4.7 Appendix 7 North Area Awards 2022/23 4.8 Appendix 8 Shotts Area Awards 2022/23 4.9 Appendix 9 Wishaw Area Awards 2022/23 4.10 Appendix 10 Multi-Area Awards 2022/23 4.11 Link to Community Grants criteria Stephan Penman Chief Officer Strategic Communication and Engagement Page 175 of 276
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The awards detailed in the appendices total £ and were paid from the 2022/23 budget of £133,627 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Page 176 of 276
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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? Many of the organisations funded via the Community Grants scheme deliver programmes/services that impact positively on the environment of North Lanarkshire communities. 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☒ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 177 of 276
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Appendix 1 Airdrie Area 2022/23 Name of Organisation Total Awarded 1st Clyde Plains Scout Group £250.00 8th Airdrie Boys Brigade £95.75 10th Airdrie Girls Brigade £200.00 Airdrie Central Bowling Club £160.00 Airdrie Community School Uniform Bank £650.00 Airdrie District Childminding Group £250.00 Airdrie United Boys Club £638.00 CABIA £900.00 Cairnlea Parish Church Senior Citizens Club £260.00 Calderbank Church of Scotland Womens Guild £150.00 Calderbank Tiny Tots Mother and Toddler Group £1,000.00 Caldercruix Ladies Educational Group £300.00 Clarkston Parish Church £350.00 Clarkston Primary School and Nursery PTA £385.00 Craigneuk & Old Petersburn Tenants and Residents Association £885.00 Friends of Centenary & West End Parks £1,000.00 Glengowan Bowling Club £470.00 Greengairs Community Council £1,000.00 Jackson Parish Church of Scotland £800.00 Jackson Youth Group £220.00 Kelly Academy of Irish Dance £150.00 Monklands Light Opera £260.00 New Monkland & Greengairs Guild £550.00 Plains Foodbank £1,000.00 Plains Senior Citizens £900.00 Scoil Rince Higgins Irish Dance £100.00 Upperton Residents Committee £350.00 Page 178 of 276
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Appendix 2 Bellshill Area 2022/23 Name of Organisation Total Awarded 1st A Tannochside Guides £200.00 1st Holytown Girls Brigade £400.00 Bellshill & Mossend Bowling Club £600.00 Bellshill & Mossend Chess Club £820.00 Bellshill Athletic Football Club £445.00 Bellshill Golf Club £460.00 Bellshill Sharks ASC £500.00 Bunhead Bowling Club £450.00 Burnhead Parish Church Sunday School £975.00 Friends of Lawmuir Parent Council £550.00 Holytown Galaday Association £1000.00 Noble Primary School Parent Council £545.00 Orbiston Bowling Club £440.00 Parent Council of St John Paul II Primary School £890.00 Sacred Heart SVDP £695.00 Tannochside United £400.00 Utheo Ltd £900.00 Viewpark Conservation Group £870.00 Viewpark Family Centre Association Ltd £980.00 VIP Arts and Sports Academy £400.00 Page 179 of 276
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Appendix 3 Coatbridge Area 2022/23 Name of Organisation Total Awarded 1st Coatbridge Boys Brigade £570.00 7th Coatbridge Company Boys Brigade £887.50 10th Coatbridge Boys Brigade £570.00 Albion Rovers Community Trust £950.00 Bargeddie Pensioners Wednesday Club £1,000.00 Bargeddie Toddlers £435.00 Buchanan High Parent Council £787.50 Carnbroe Community Action for Residents £600.00 Coatbridge Football Club £200.00 Coatbridge Social Circle Flying Club £200.00 Drumpellier Cricket Club £870.00 Elutheria Co Ltd T/A The Safety Zone £600.00 Kirkshaws Neighbourhood Centre £1,000.00 Our Zone Quality Childcare £750.00 St Bartholomew's Line Dancing Class £600.00 St Patricks Festival Committee £650.00 The Most Blessed Trinity Hall £450.00 Whifflet Ladies Group £915.00 Whifflet Tenants & Residents Association £475.00 Page 180 of 276
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Appendix 4 Cumbernauld Area 2022/23 Name of Organisation Total Awarded 1st Cumbernauld Boys Brigade £400.00 20th Cumbernauld Guides £150.00 Abronhill Regeneration Forum £700.00 Balloch, Eastfield Ladies Circle £175.00 Balloch, Eastfield Senior Citizens Club £515.00 Ben Lui Sheltered Tenants Association £660.00 Carbrain Boys Club £360.00 Cumbernauld Academy Parent Council £580.00 Cumbernauld Action on Care of the Elderly (CACE) £1,000.00 Cumbernauld and Kilsyth Citizens Advice Bureau £400.00 Cumbernauld Environmental Society £750.00 Cumbernauld Poverty Action £1,000.00 Cumbernauld Primary Parent Council £400.00 Cumbernauld Probus Club £127.80 Cumbernauld Senior Citizens Wednesday Club £630.00 Cumbernauld Walk N Roll £310.00 Cumbernauld YMCA £1,000.00 Dance Vibez £745.00 Kildrum Community Council £455.00 North Lanarkshire Chief's Basketball Club £505.00 St Lucy's Youth Zone £900.00 The Antonine Academy £575.00 The Cumbernauld Choir £1,000.00 The Wynd Lunch and Seniors Social Club £450.00 Westfield Senior Citizens £750.00 Page 181 of 276
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Appendix 5 Kilsyth Area 2022/23 Name of Organisation Total Awarded 2nd Kilsyth Girls Brigade £270.00 3rd Kilsyth Brownies £270.00 3rd Kilsyth Guides £270.00 3rd Kilsyth Rangers £270.00 231st Kilsyth Explorers Unit £270.00 Friends of Colzium £400.00 Kilsyth Childrens Club £701.00 Kilsyth Heritage Group £379.50 Kilsyth Thistle Pipe Band £330.00 Never Alone Depression Support Group £784.00 The Silver Singers £279.50 Women of Wisdom £385.00 Page 182 of 276
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Appendix 6 Motherwell Area 2022/23 Name of Organisation Total Awarded 19th Motherwell Boy's Brigade £938.75 19th Motherwell Guide Unit £300.00 5th Motherwell Company, The Girls Brigade £250.00 Craigneuk (wishaw) Tenants & Residents Association £750.00 Craigneuk Lifelong Learning Association £1,000.00 Firpark Corner FC £250.00 Firpark Primary Parent Council £1,000.00 Keir Hardie Memorial Primary School Parent Council £700.00 Lanarkshire Deaf Club £1,000.00 Lanarkshire Pulmonary Fibrosis Support Group £900.00 Motherwell Phoenix Football Club £300.00 New Stevenston Tiny Tots £783.00 Newarthill Community Council £879.75 St Brendans Parent Council £685.00 St Brendans Senior Citizens Club £1,000.00 Strathclyde Park Rowing Club £710.00 The Economic Forum fo rWomen Empowerment Scotland £1,000.00 Treetops Playgroup £250.00 Page 183 of 276
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Appendix 7 Northern Corridor Area 2022/23 Name of Organisation Total Awarded Cardowan Community Meadows £1,000.00 Chryston Community Council £700.00 Chryston Discussion Group £150.00 Chryston United Free Church of Scotland £501.00 Elmira Community Hall £300.00 Friends of Gartcosh £400.00 Friends of Les Marches Twinning Association £400.00 Gartcosh Lunch Club £1,000.00 Gartcosh Parent and Toddler Playgroup £800.00 Glenboig Primary School Parent Council £800.00 Glenmanor Parent Council £915.00 Marnock Football Club £200.00 Moodiesburn & District Retired Miners Branch £1,000.00 Stepps and District Community Council £1,000.00 Wednesday Lunch Club £500.00 Page 184 of 276
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Appendix 8 Shotts Area 2022/23 Name of Organisation Total Awarded 1st Shotts Company, The Girls Brigade £350.00 Adult Learners Forum in Allanton £500.00 Allanton Primary School Parent Council £400.00 Dykehead Amateurs Flute Band £800.00 Dykehead Primary School Parent Council £500.00 Getting Better Together Ltd £239.00 Mornay & Nithsdale Tenants and Residents Association £225.00 Salsburgh Chess Club £100.00 Shotts Calderhead Erskine Parish Church £500.00 Shotts Gala Day £339.00 Shotts St Patricks Brass Band £500.00 St Patricks Nursery Parents Association £264.00 St Patricks Parents Association £614.00 St Patricks Womans Guild £939.00 Stane Primary School PTA £385.00 Page 185 of 276
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Appendix 9 Wishaw Area 2022/23 Name of Organisation Total Awarded Alba Photographic Society £170.00 Calderhead Toddler Group £350.00 Cleland Community Council £1,000.00 Cleland Gala Day £850.00 Clyde Valley High School Parent Group £1,000.00 Coltness Community Council £750.00 Coltness Senior Friday £260.00 Drummond Drive Tenants & Residents £100.00 Friends of Cambusnethan Priory £155.00 Houldsworth Court Tenants Association £435.00 Netherton Primary School Parent Council £450.00 Newmains & District Community Council £1,000.00 Newmains Army Cadets £800.00 Orchard Primary School Parent Council £890.00 Pathway Church £280.00 St Brigids Primary School PTA £1,000.00 St Ignatius RC Church £310.00 St Mary's Parich Centre £750.00 St Thomas's Primary Parent Council £600.00 SWELS £645.00 The Haven Caring Counselling Communication Centre £100.00 Thornlie Primary Parent Council £330.00 West Coltness Senior Citizens Club £175.00 Wishaw Young Men's Christian Association £250.00 Page 186 of 276
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Appendix 10 More Than One Area Boundary 2022/23 Name of Organisation Total Awarded 15th Motherwell Boy's +A6:B44Brigade £200.00 2nd Coatbridge Scout Group £250.00 2nd Coatbridge Scout Group £220.00 5th Airdrie Scouts £1,000.00 6th Coatbridge Girl Guide Unit £1,000.00 Airdrie and Coatbridge Photographic Club £255.00 Andy's Soccer Academy £340.00 Baby Loss Retreat £750.00 Baby Loss Retreat £250.00 Bear Necessities £200.00 Bellshill South Senior Citizens Club £1,000.00 Bellshill St Andrew's United Free Church of Scotland £400.00 Cliftonville & Coatdyke Community Group £800.00 Coatbridge Men's Shed £550.00 Coatdyke Bowling Club £295.00 Connections £170.00 Cumbernauld & Kilsyth Care £800.00 Dalziel St Andrews Parish Church £525.00 Finding Your Feet £220.00 Friends 4U £520.00 Holy Family Rambling Club £613.00 Home Comforts North Lanarkshire £643.00 Lanarkshire Muslim Welfare Society £612.00 Love and Light Recovery Organisation £793.00 Maggie Keswick Jencks Cancer Caring Centre Trust £1,000.00 Monklands Women’s Aid £1,000.00 Motherwell and Wishaw Division Girls Brigade £582.00 Motherwell Floral Art Club £75.00 Motherwell Photographic Society £710.00 Multiple Sclerosis Society Lanarkshire Group (Newhouse) £600.00 New Adventures £300.00 North Lanarkshire Disability Access Panel £815.00 North Lanarkshire Muslim Women Family Alliance £803.00 Parkinson's Self Help Group (North Lanarkshire) £855.00 Pathfinder Guide Dog Programme £600.00 Shire Radio £447.00 Soundsational Community Music £650.00 Space Technology Scotland £1,000.00 St Andrew's Hospice (Lanarkshire) £1,000.00 Page 187 of 276
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St Augustine’s Outreach Programme (People's Pantry Foodbank) £1,000.00 St Frances Xavier Foreign Mission Society/Coatbridge Community Foodbank £1,000.00 Stepps Chess Club £110.00 Strathclyde Loch Sailing Club £70.00 SWELS £355.00 The Good Deed £800.00 The Moira Anderson Foundation £982.00 Uddingston Bowling & Tennis Club £330.00 Whifflet Senior Citizens £500.00 Page 188 of 276
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref SP/MC Date 21/08/23 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 Committee: (1) recognises progress with the remaining 2022/23 programme and 2023/24 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 in the current capital programme (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 Item 12 Page 189 of 276
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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 Committee as required. 1.2 Budget details have been finalised as part of the council’s Strategic Capital Investment Programme for the five-year period from 2021/22 to 2025/26, with an agreed allocation of £1.5m for each of these financial 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. 1.3 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 Criteria for Local Development Plan 2.1 To be eligible for inclusion in the Community Board Local Development Programme, projects must meet the priorities of the Local Outcome Improvement Plan and substantially subscribe to previously agreed criteria. The following are examples of some of the key criteria: • link to LOIP priorities • be publicly visible and accessible; • come from community groups or individual; • improve community safety; • benefit a large number of people; • improve the appearance of an area • maximise the use of alternative sources of funding. • be a capital projects on council owned land All Local Development Programme proposal forms should indicate which, if any, of the Local Outcome Improvement Plan priorities the project supports. Where the project does not align with identified priorities, evidence must be provided to show how the project will support improved local outcomes. Project progress 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. Page 190 of 276
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• 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. Current Delivery Challenges 2.3 As previously reported, 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, material costs have 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) withdrawing from the contract due to financial viability. The Local Development Programme accessed this contract to deliver car parking projects and therefore, the delivery of all such projects are currently on hold. Discussions are ongoing with other council departments who used this contract 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. Due to the demand on a relatively small number of suppliers and specialist installers the Play Area projects will now have an estimated site start date of 6 months from date of contract award. We will continue to monitor the market position and adjust timelines as required. • Market Capacity and Demand. The additional budget that will be provided to all Local Authorities from the Scottish Government to improve play areas over the next three years is expected to create additional pressure on a limited number of suppliers and specialist installers. As previously reported project budgets have been reprofiled and sites grouped together in lots to be more attractive to the market. This approach has proved successful in attracting tender bids for all the play areas which have recently been tendered. 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. 3.4 The governance role of the Community Boards is consolidated in terms of project development, approvals and monitoring processes. Page 191 of 276
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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 192 of 276
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Each of the projects in the attached Appendices, if deemed appropriate for delivery and where budget is available is supported through funding available via the Community Board Local Development Programme capital allocation. Consideration will also be given to maximising external and other partner contributions where possible. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ Page 193 of 276
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5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☒ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Several of the projects will have a positive effect on the local environment, contributing to safer areas to play and addressing issues traffic congestion in specific areas. 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The LDP is discussed widely with community groups and local consultation will be communicated as required. In conjunction with local communities, a communications approach will ensure that projects are promoted positively. 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? There are no significant financial risks which have been identified at this stage in the financial year, however this will continue to be closely monitored. Some projects may not proceed as a result of e.g., community consultation or site investigations and outstanding budgets will be re-allocated to other projects which will be reported to a future Community Board. It should be acknowledged that there are nationwide challenges in relation to supply of materials and there is also an impact on material costs leading to potentially higher contract costs which could impact on delivery of projects. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Page 194 of 276
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Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). Information is provided regarding upgraded and new play areas across North Lanarkshire. If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 195 of 276
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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) Crowwood Road, Calderbank Parking Check feasibility and submit project proposal form Glen Road, Petersburn Parking Check feasibility and submit project proposal form West End/Centenary Park New interpretation boards £5,000 Engagement to be held with local group Four Isles Community Centre Fencing £10,000 Raised at community board. Projects Seeking Approval- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Potential Community Board LDP Programme 2022 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Airdrie BMX/Pump Track Funding to support regenerating the existing facilities, or build a new pumptrack. £10,000 £140,000 Approved at CB 8th March 2023. Further project development work required To progress to build 2024/25 Holehills Development Play Area Kenilburn Ave/Holehill Place £10,000 Housing developers off site contribution Approved at CB 7th June 2023 Hill Street Parking, Caldercruix Create additional parking bays £10,000 To be Delivered via Surfacing framework. Brownsburn Park Upgrade to paths £17,000 Approved at CB 8th March 2023 Page 196 of 276
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Whinhall Allotments Environmental works including the installation of new path, raised beds and associated ground works £15,000 N/A Approved at CB 8th March 2023 Jarvie Avenue, Plains Parking £15,000 Approved at CB 8th March 2023 Plains Community Futures Upgrade play facilities including new equipment, surfacing, paths and seating £50,000 N/A Complete Plains Community Futures Outdoor Gym £22,000 £13,000 grants from Consortium & Lottery Approved at CB Dec 22 Deliver Year 3 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. Increased budget will be required. 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 Community Safety - CCTV Additional CCTV in locality in conjunction with community safety partners £25,000 Year 3 priority Chapelhall – Queens crescent Improved parking £15,000 To be Delivered via Surfacing framework. Arndale Plains Improved Parking £15,000 To be Delivered via Surfacing framework. Caldercruix Heritage Project £30,000 Works ongoing to be completed in summer 2023 Rawyards Roundabout Environmental Improvements £10,000 Veg clearance works complete all other works expected to be competed Summer 2023 Victor Street / Stemac Lane Plains Parking Improvements £15,000 To be Delivered via Surfacing framework. Community Partnership Initiatives Funding to support partnership initiatives £10,000 Page 197 of 276
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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 The Forestry and Access Manager and Roads Team will assess the impact of tree routes on the path and provide feedback regarding what within reason can be done to improve access/remove any barriers. Work will be programmed to prune back overgrown branches. This project is anticipated to be deleted Laburnum Rd – footbridge project To repair an existing damaged footbridge TBC Project proposal form under development Scope of works to be determined and discussed with other services. Sycamore Ave – community garden To create a community garden/ dog walking area TBC Project proposal form under development Scope of works to be determined. Windsor Park – Holytown community garden Project to create a community garden TBC Project proposal form under development Scope of works to be determined. Page 198 of 276
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Projects Seeking Approval- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Bellshill Gateway - community garden Project to create a community garden £25,000 Year 2-3 Priority – LDP proposal form submitted. This project was given approval by the Bellshill Community Board on the 6th of June 2023 Baird’s Ave - play facilities improvement Project Upgrading play equipment in an existing play area TBC LDP proposal form submitted. This project was given approval by the Bellshill Community Board on the 6th of June 2023 Redwood Crescent – community garden Project to create a community garden TBC LDP proposal form submitted. This project was given approval by the Bellshill Community Board on the 6th of June 2023 Potential Community Board LDP Programme 2022 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Viewpark Gardens Funding to support development £20,000 Moved to year 3 for delivery in conjunction with local group Page 199 of 276
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Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes of potential works at site Community Safety – CCTV Provision Additional CCTV in locality in conjunction with community safety partners £25,000 Year 3 Priority Rosevale Crescent MUGA Potential MUGA facility £30,000 £100,000 (Contribution to be checked) LDP project proposal form submitted. Local Community consultation took place on 27/10/22. Clydesdale Rd/Mossend PS – car parking Extra car parking spaces Project proposal submitted. Further consultation required with Education and Roads to determine final proposal. Community Partnership initiatives Funding to support partnership initiatives £10,000 Year 3 delivery. 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. £5,000 Project will be delivered by Summer 2023. Orbiston bing project Tarmacking existing paths in the bing LDP project proposal form submitted. Final design to be agreed. Page 200 of 276
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Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Crowflat View – car parking project Extra car parking spaces £15,000 Consultation Completed. To be Delivered via Surfacing framework. Napier Square (north side) - car park project Extra car parking spaces £20,000 Consultation completed . To be Delivered via Surfacing framework. Lilac Crescent Play Area Refurbishment of an existing play area site £95,000 Completed June 2023. Page 201 of 276
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Coatbridge Projects Under development 2022 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Shawhead Recreation Space Play TBC Project identified as part of planning process for Hagmill Road. Committee report outlines requirement to engage on potential new provision for area. Kelso Quadrant Community space Create a useable community space on currently unused waste ground to rear of properties £5,000 Initial discussions with community members positive. Developing ideas for project proposal. Shining Stars Outdoor Learning Space Project Utilise space at rear of building to create secure learning and performance space for ASN theatre school £10,000 Initial feasibility ongoing project proposal form submitted Projects Seeking Approval- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Potential 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. Heritage Way/Monklands Canal Improvements Improvements Disabled parking bays at Daisy Park side & possible Pier replacement works £40,000.00 Design work commenced. Pier replacement taken on by Scottish Canals Dunure Place Coatbridge Creation of parking bays to alleviate congestion £20,000 Project proposal submitted Awaiting consultation Page 202 of 276
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Northburn Road Community Safety/Quad Bike issues £10,000 Gates and boulders were installed April 2023. Now completed. Dunure Street Coatbridge Dog walking area at Dunure Street Coatbridge £15,000 Approved in principle. New location identified. Scheduling in progress Scarhill Street Play Area Upgrade Play Area £50,000.00 £120,000 Completed May 2023 Whifflet Park Skatepark £55,000 Budget increased by £15,000 to meet project brief. Contract awarded. Site completed end of June 2023. Viewfield Rd Coatbridge Environmental and road safety improvements £40,000 Year 2 priority – increase in budget to include 2nd location, further discussion with Roads Department re possible solutions Safety Zone Bargeddie Replace gate/fence at rear of property to secure outdoor space TBC Completed June 2023 Greenend Wheeled Sports Area Play £30,000 Contract awarded. Site due for completion by end Summer 2023, (contractors on site) Community Safety - CCTV Additional CCTV in locality in conjunction with Community Safety Partners £25,000 Year 2 priority Kirkwood Local Improvements Junior play area development £60,000 Survey report complete – positive local support for project. Design Brief in production. Kirkwood Local Improvements Dog walking area development TBC Survey report complete – positive local support for project Scheduling in progress Margaret Street Park Remove fencing & upgrade lighting Removal of broken fence at entrance completed & upgrade from single to dual light in progress Summerlee Street Parking and Environment TBC Extension of footpath along grass verge Kirkwood Local Improvements Parking and Environment TBC Widen turning area to resolve issues on Mitchell Street Carnbroe Welcome Signage & Heritage panels Signage on Roundabouts re welcome & safe driving TBC Project requested by CCAR – positive local support for project., Page 203 of 276
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& heritage panels to safely screen mine cap in community garden project proposal submitted & initial feasibility completed Oak Place, Greenend Parking Bays Creation of additional parking bays to alleviate congestion TBC Project identified by local community to increase bays adjacent to Oak Place & alleviate congestion. Feasibility ongoing/subject to services check and consultation Page 204 of 276
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Cumbernauld Projects Proposal under development 2022 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Netherwood Place, Westfield Parking Feasibility complete, initial option not feasible. Proposal to remove Island bed and create 4 spaces. Cumbernauld Heritage Project Heritage Project Proposal submitted. Mossywood Court Parking Further feasibility checks underway. Ellisland Road Kildrum Parking Feasibility checks underway. Darroch Way Parking Feasibility checks underway Afton Road Parking Feasibility underway Ben Venue Parking Feasibility checks underway. Drumnessie Road Westfield Parking Improvements Feasibility checks underway. Netherwood Court/Road Parking Feasibility checks underway. Birch Road Abronhill Parking TBC Feasibility checks underway, further investigations required. Condorrat Community Garden/Allotment Funding to support costs of greenhouse TBC No External Application received, consider removal. Eastfield Play Area Funding for play areas. Proposal Form received. Projects Seeking Approval- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Potential Community Board LDP Programme 2021 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Page 205 of 276
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Abronhill Community Works Environmental improvements £20,000.00 Will not progress at this time. Consider removal. (Agreed at Committee to keep on for next cycle 24/4/2023) Kildrum Workers memorial Heritage feature improvements £10,000.00 To be completed by end May 2023. Cairngorm Gardens Improvements to sculpture area £10,000 Works complete Community Safety – CCTV Additional CCTV in locality in conjunction with Community Safety Partners £25,000 Ongoing Oak Road Football Pitch, Abronhill Parking Improvements £35,000 Reduced scale project to be progressed when contractor available. To be Delivered via Surfacing framework. Melrose Road Cumbernauld Parking Improvements £30,000 Consultation complete To be delivered via surfacing framework Community Partnership Initiatives Funding to support community partnership initiatives £10,000 Millcroft Road Play Area upgrade £80,000 Contract awarded installation due November 2023 Braehead Road Play Area Upgrade £50,000 Contract awarded installation due November 2023 Inchwood Road, Westfield Parking Improvements Agreed in principle at Board Meeting – May 2023 Watch us Grow Support for environmental improvements around base at Palacerigg Country Park. £10,000.00 Application for Third Party Funding: agreed in principle at Board Meeting May 2023. Page 206 of 276
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Kilsyth & Villages 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 Organisation is seeking third party funding support for essential building and facility improvements. Proposal will require to be updated Argyll Place Parking Additional parking spaces required. TBC Proposal form submitted. Feasibility checks complete. Projects Seeking Approval- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Potential Community Board LDP Programme 2021 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Bogside Playpark Play Park upgrade TBC Consultation with local TARA. Consultation with children in 2 primary schools complete. Wider consultation planned. 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. Further engagement with organisation taking place. CCTV Community Safety £10,000.00 Banton Parking Parking £20,000.00 Year 3 Agreed at Board meeting Dec 22. To be Delivery via surfacing framework. Rennie Rd project (MUGA) Requires community TBC Year 3 priority Page 207 of 276
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group involvement to progress Move to later year as no group identified to progress. Livingston Park Play Park Upgrading of facility TBC £130,000 Contract awarded June 2023. Community Partnership Initiatives Funding to support partnership initiatives £1,500 Page 208 of 276
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Motherwell Projects Under development 2022 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes George St Park, Leven Street, Motherwell LDP form received from the group regarding constructing a walking Path round the park, with bench, Trim trail and a bog garden etc Proposal Form Received. Early stages, validity checks of project required. Rail Bridge Project, Craigneuk Working with the community to develop a rail bridge art project, which will include the potential for improvement works on Glencairn Road Early stages, validity checks of project required. No proposal form received to date. Fyfe Drive, Forgewood play park improvement and expansion Replace missing equipment and consider adding some more play equipment to improve the park Further discussion with the local organisation and community No proposal from received to date. Duchess Park New notice boards and possible dog waking area Further discussion with the local community. George V Park Play Park improvement/ upgrade Further discussion as this may become a joint project with Wishaw. Newarthill Possible Path and benches Further discussion to be had with the Newarthill community council. Community project next to Motherwell fires station TBC Initial discussions taken place to determine feasibility and scope Page 209 of 276
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Projects Seeking Approval- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Newarthill Tree Lighting project Community Council want to light up 5 trees next to the welcome to Newarthill entrance feature £15,000 Community Council has submitted an LDP form. Further development work required. Robert Burns Avenue, Newarthill Parking bays TBC Further development work to be undertaken Roman Road play area Play Area £140,000 Project arose from petition. Feasibility and development work underway and consultation commenced May 2023. Potential Community Board LDP Programme 2022 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Burnside Street/Doon Street Play Area Play area upgrade £10,000.00 Contract awarded June 2023, delivery for September 2023. Newarthill Glenburn Ave. Parking Parking £10,000.00 Consultation completed Sept 22 To be Delivered via Surfacing framework once in place. Community Safety CCTV Additional CCTV in locality in conjunction with Community Safety Partners £25,000 Year 3 allocation. New Stevenston Play area Additional accessible play equipment £20,000 Completed April 2023 The Loaning Motherwell Improvements to play area £20,000 £100,000 Contract awarded June 2023, delivery for September 2023. Community Partnership Initiatives Funding to support community partnership initiatives £10,000 Approved at Community Empowerment Committee. Page 210 of 276
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Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Sandy Beach Play Area (Strathclyde Park) Play area upgrade £120,000 Completed May 2023. Page 211 of 276
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Northern Corridor Projects under development 2022 onwards - Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Stepps Cultural Centre Pathways Pathways £20,000.00 Project not feasible. After discussion with Facility Manager, new path works carried out within their area of responsibility. New project to be considered at Bluebell Park – further consultation to confirm. 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 or 4 priority due to cost. 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. £3000 grant awarded to Northern Corridor Community Volunteers to support delivery of local heritage exhibition – currently taking place in Pivot CC, Moodiesburn. Further project proposal required. Projects Seeking Approval - None for this cycle Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Page 212 of 276
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Potential Community Board LDP Programme 2022 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Community Safety CCTV Additional CCTV in the locality in conjunction with community safety partners £15,000 Year 3 priority Community Partnership initiatives Funding to support community partnership initiatives £3,000 Dunalistair Drive Play Area, Millerston Replace play area £60,000.00 £60,000 (Scottish Government Funding) Contract awarded – Contractor on site August 2023. Moodiesburn Kelvin Drive Wheeled sports facility Wheeled sports facility £20,000 £52,000 (Developers Contribution) Part of wider funding package. Year 3 engagement and consultation completed May ‘23. Start date to be finalised. Lochside Play Area, Gartcosh Refurbish play area £10,000 £50,000 (Scottish Government Funding) £5000 (Developers contribution) Year 3 priority. Consultation process completed. Car parking bays at Blades Court, Gartcosh Additional bays on grassed areas TBC Consultation to be carried out. To be Delivered via Surfacing framework once in place Car parking bays at Lochside, Gartcosh Additional bays on grassed areas TBC Consultation to be carried out. To be Delivered via Surfacing framework once in place Frankfield Road, Cardowan MUGA (Multi Use Games Area) project . £40,000 Year 3 priority in partnership with Cardowan Community Meadow. Consultation process completed. Page 213 of 276
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Shotts Projects under development 2022 onwards Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Pauls Parcels (Food Poverty Prevention Group) Community Garden / growing space linked with Salsburgh Community Council. TBC TBC Proposal form received 27/4/2023 and under review by Community Partnership Team. Summerhill Place, Allanton Car Parking TBC TBC Proposal form received 21/4/2023 and under review by Community Partnership Team. Delivery of parking projects delayed till framework in place. Hareshaw Village Welcome Sign TBC TBC Awaiting clarification of submission from village association Torbothie access Improvements Car Parking / Hard standing area TBC TBC Awaiting submission of proposal form from resident Salsburgh Community Council Commemorative Railway Hutch and Wagon on Rails TBC TBC Proposal form received 29/3/2023 and under review by Community Partnership Team. Prioritisation exercise may be required. Salsburgh Community Council Solar lighting at outdoor community space to aide community safety TBC TBC Proposal form received 29/3/2023 and under review by Community Partnership Team. Prioritisation exercise may be required Salsburgh Community Council King George V Park path renewal TBC Proposal form received 29/3/2023 and under review by Community Partnership Team. Prioritisation exercise may be required Stane Gardens, Shotts Request for additional benches at Stane Gardens TBC TBC Proposal form received 14/4/2023 and under review by Community Partnership Team. Salsburgh Community Council Wider improvement programme for King George V Park TBC TBC Proposal form received 29/3/2023 and under review by Community Partnership Team. Prioritisation exercise may be required Page 214 of 276
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Fortissat Youth Forum Community Safety project around pathway at Dyfrig Road. TBC TBC Discussion with partners around Community Safety theme to be taken forward Benhar Road, Shotts Wider community safety and speed mitigation measures TBC TBC Proposal form under development Projects Seeking Approval- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Potential 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 -monitoring procedures are ongoing. Shotts Currieside Avenue PB approved project. Replacement of existing play area £20,000 To be completed July 2023. Harthill Scooter Track PB approved project (changed from play area/outdoor gym following consultation) £30,000 Completed 26th April 2023. Stane Corner Parking Manse Road car park lining and directional signage project to be undertaken along with a community awareness campaign to promote car park usage £30,000.00 Year 3 priority. Manse Road car park signage and resources ordered and promotional campaign to be taken forward. In discussions with roads department for installation. Page 215 of 276
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Shotts Leisure Centre Outdoor Gym Outdoor gym £30,000.00 Year 5 priority. Local Community Partnership Team to review proposal. Lochaber Road Parking Parking £30,000.00 Year 3 priority. Site visit undertaken on 17th March 2023 regarding site layout. Delivery of parking projects delayed till framework in place. Community Safety CCTV Additional CCTV in the locality in conjunction with community safety partners £27,743 Programme of camera upgrades and new installations undertaken including support towards a deployable CCTV trailer. Hartwood Funding to support local organisation with play area refurbishment £70,000 external funding sourced by organisation plus £15,000 LDP for year 2/3 Contract awarded. Installation date to be confirmed. Torbothie Rd Shotts Parking £20,000 To be delivered via Surfacing framework once in place. Salsburgh Feature Lighting Project to install lighting on entrance features and war memorial £10,000 Currently assigned to Year 3. Plans being drawn up for implementation and delivery. Hareshaw Play Area Install additional item of equipment for older children £5,000 Installation date to be confirmed. Laggan Path Parking £10,000 Currently assigned to Year 4. Delivery of parking projects delayed till framework in place. Muldron Terrace, Shotts Development of parking bays to reduce congestion No indicative budget at this stage. TBC Approved at community board 21/2/23. Allocated year to be determined. Delivery of parking projects delayed till framework in place. Community Partnership Initiatives Funding to support community partnership initiatives £2000 TBC Approved at Community Empowerment Committee Page 216 of 276
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Wishaw Projects Under development 2023 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes MADE4Uin ML2 - Cambusnethan Outdoor Education Area Creation of outdoor classroom in greenspace in Cambusnethan TBC Idea received from organisation – Awaiting for proposal form to be submitted. Newmains Community Council - Bike Track or MUGA Clarification on project once survey findings received TBC Awaiting survey results. Follow up meeting with Community Council being arranged. Parking Cleland Lack of parking at Crossgates Ave, Crosshill Dr & Fraser St TBC Project idea raised by local community – Site visit will be planned as soon as possible. Belhaven Park Improvements Pathways, Lighting, Bins, etc , £15,000.00 Idea received from organisation – Awaiting for proposal form to be submitted. Early dialogue with various NLC services to take project forward. Beltane Park Sports Development Upgrade to facilities TBC Idea submitted by Elected member on behalf of community. Project proposal to be developed. Branchalwood Estate, Coltness Environmental improvements TBC Idea being developed by local neighbourhood group. Proposal form to be submitted in due course. Projects Seeking Committe Approval and Noting by Community Board- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Page 217 of 276
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Potential Community Board LDP Programme 2022 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Maxton Crescent Phase 2 parking £15,000.00 Consultation competed. To be Delivered via Surfacing framework once in place. Attercliffe Avenue Play Area Replace Play area £60,000.00 £35,000 Expected start date mid June 2023. Coltness Welcome sign Welcome sign £20,000.00 Year 3 priority – Joint site visits complete. Consultation in progress. Project team carrying out feasibility checks to progress. King George V Play area, Wishaw Replace Play area £50,000.00 £100,000 Year 3 priority – Initial planning of consultation underway. Site visit complete. Kenilworth Avenue, Wishaw Memorial Plaque and Distance markers £5,000.00 Year 3 priority - Consultation with local group underway. Awaiting responses to clarify design and location on site. Cleland MUGA Creation of New MUGA £70,000.00 Year 4/5 priority - Location identified. Additional funding required for project (approx. £50-70K) Cleland Public Park Refurb and extend play area £55,000.00 Contract awarded. Start date TBC. Lyman Drive Play Area Replace Play area – upgrade park £40,000.00 Year 3 priority - Initial consultation with local community underway. Community Safety CCTV Additional CCTV in locality in conjunction with community safety partners £25,000 Year 3 priority – Projects ongoing. Newmains Play Area at Community Hub Improved play area facilities in conjunction with local community £175,000 Contract awarded. Work due to commence September 2023. Overtown Brighter Neighbourhood Group Outdoor Gym £45,000 Year 3. Tender awaiting issue. Delivery will be in 2023/24. Page 218 of 276
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Community Partnership Initiatives Funding to support community partnership initiatives £10,000 Approved at Community Empowerment Committee Park Quadrant Parking Junction improvements TBC Consultation complete and project will progress. To be Delivered via Surfacing framework once in place. Parkside Play Area, Cleland Install new swing bay £5,000 Contract awarded. Installation summer 2023. Newmains Community Council Village Welcome Sign Creation of Welcome Sign TBC Year 3 priority - Joint site visit completed to identify location and discuss project plan. Early stages of consultation underway to develop design specification. Page 219 of 276
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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 220 of 276
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Appendix 3 Play Area Development Update 2023/24 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 Completed Moffat View Play Area Replace existing play area £50,000 Contract Awarded completion due by the end of August Bellshill Baird’s Park - play facilities improvement Project Improving play facilities and equipment at an existing play area TBC Project under development – Douglas Dr/Kirklee Rd Play area project £70,000 Completed Rosevale Crescent/Calder Park MUGA project, Mossend Potential MUGA Facility £30,000 + additional external funding £100,000 Project ready to proceed to engagement in 2023/24 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. Completed June 2023 Coatbridge Greenend Wheeled Sports Area Play £30,000.00 Completed July 2023 Scarhill Street Play Area Upgrade Play Area £50,000.00 £100,000 Scottish Government Play Park renewal fund £20,000 Developers contribution. Completed May 2023 Page 221 of 276
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Whifflet Park Skatepark £55,000 Completed June 2023 Cumbernauld Millcroft Road Upgrade Play Area £80,000 Scottish Government Play Park renewal fund Contractor appointed, installation due November 2023 Braehead Road Upgrade Play Area £50,000 Scottish Government Play Park renewal fund Contractor appointed, installation due November 2023 Kilsyth Livingston Park Play Park Group Upgrading of facility Contact made with group TBC £100,000 Scottish Government Play Park renewal fund Installation started week beginning 31st July 2023 Auchinstary Quarry New destination play facility as part of Antonine Wall Project £10,000 £200,000 Heritage Lottery Funding Completed Motherwell Sannox Drive Play Area Replace Play Area £45,000.00 Completed Burnside Street Play Area Play area upgrade £10,000.00 Contract awarded June 2023, installation June 2023. New Stevenston Play area Additional accessible play equipment £20,000 Completed The Loaning Motherwell Improvements to play area £50,000 £100,000 Scottish Government Play Park renewal fund Installation started 26th July 2023 Frood Street Play Area Replace existing play area £30,000 Completed Sandy Beach, Strathclyde Park Replace existing play area £120,000 Country Parks funding. Completed May 2023 Northern Corridor Moodiesburn Kelvin Drive Wheeled sports facility Wheeled sports facility £20,000 £52,000 Developers Contribution Design being agreed with the community, expected delivery Autumn 2023 Dunalistair Drive Play Area Replace play area £120,000 Contract awarded and installation due August 2023 Page 222 of 276
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Moor Park Play Area Replacement play area £170,000. Developers contribution and Hub delivery team contributions Works Completed Moor Park Pump Track New Pump Track £130,000 Hub delivery team contribution. Completed Shotts Shotts Currieside Avenue PB approved project. Replacement of existing play area £30,000 Completed July 2023 Harthill Scooter Track PB approved project (changed from play area/outdoor gym following consultation) £30,000 Completed April 2023 Hartwood Funding to support local play area refurbishment £15,000 Tender return due 20th March 2023. Hareshaw Additional play equipment £5,000 Contract awarded, Installation due September 2023 Wishaw Fir Place Play Area Replace Play area £40,000.00 Works Completed Attercliffe Avenue Play Area Replace Play area £95,000.00 Completed July 2023 Cleland Public Park Refurb and extend play area £50,000.00 Contractor appointed, Installation due October 2023 Newmains Improved play area facilities in conjunction with local community £150,000 Contractor appointed, Installation due September 2023 Overtown Outdoor Gym £45,000 Tender waiting issue due to framework delays Parkside Install new swing bay £5,000 Contract awarded Installation due September 2023 Page 223 of 276
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☐ Yes ☒ No Ref SP/MC Date 21/08/23 P056.2(3) Community Boards and partnership communications strategy From Stephen Penman, Chief Officer – Strategic Communication and Engagement E-mail penmanste@northland.gov.uk costellom@northlan.gov.uk Telephone 07725289559 Executive Summary This report provides an update on key progress linked to supporting the development of the Community Boards model including updates on the 11th cycle of Community Boards meetings which took place throughout May/June 2023. • progress with the delivery of the nine Local Outcome Improvement Plans (LOIPs) and the implementation of an associated Monitoring and Management Framework and Partnership delivery approach • Progress with the Community Board Development Programme • Work to commence development of a Partnership Communications Strategy As previously agreed by committee, reports on the work of the nine Community Boards are provided to the committee relating to each committee cycle. Progress is also reported to the North Lanarkshire Community Planning Partnership Strategic Leadership Board to reflect the statutory nature of the Boards in Community Planning terms in providing local governance for the Local Outcome Improvement Plans. This report covers cycle 11 Community Board meetings. The process and focus of reporting on the work of the Community Boards will continue to be reviewed and elements included within the Local Outcome Improvement Plan monitoring and management framework. Recommendations It is recommended that the Communities Committee: (1) recognises work to continue to develop and improve the integrated approach to supporting the local Community Board model. The Plan for North Lanarkshire Priority Enhance participation, capacity, and empowerment across our communities Ambition statement (20) Improve the involvement of communities in the decisions, and development of services and supports, that affect them Item 13 Page 225 of 276
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1. Background 1.1 Community Matters - A Framework for Working with Communities set out the Community Planning Partnership’s commitment to engaging with communities underpinned by a set of principles and approaches designed to deliver on key priorities associated with working with communities which included the creation of Community Boards. The framework was approved by the Policy & Strategy Committee at its meeting on 19 March 2020. 1.2 The Community Boards are integral to supporting community participation and providing a single coordinated approach to governance for local communities, reflecting statutory and regulatory requirements. The Boards continue to develop in a manner consistent with influencing and delivering the Plan for North Lanarkshire outcomes at local level. This is being driven through the Local Outcome Improvement Plans (LOIPs) for each of the nine areas, ensuring a partnership focus on supporting service design, delivery and community action reflecting both the ambitions within The Plan for North Lanarkshire and the priorities and circumstances of individual areas. The LOIPs are published on the North Lanarkshire Council website and were circulated to all Community Boards. 1.3 The monitoring and management framework for the delivery of the LOIPs is in place and operational along with supporting partnership delivery approach through the establishment of Local Partnership Teams. This is being used to inform reporting to Committee, the North Lanarkshire Partnership (NLP) Strategic Leadership Board and individual Community Boards. 1.4 The eleventh cycle of Board meetings has now taken place; an example of an agenda is included in Appendix 1. Table 1 – Cycle 11 Community Board Meetings 2. Report Community Boards – Cycle 11 Representation at Community Board Meetings 2.1 At the eleventh cycle of Community Board meetings, attendance reflected a good mix of partners, elected members, community groups and local people at all Board Area Meeting Date & Time Location Shotts 23/05/2023 at 6.30pm EU Congregational Church, Shotts Northern Corridor 24/05/2023 at 6.30pm Chryston Cultural Centre Coatbridge 25/05/2023 at 6.30pm Coatbridge Community Centre Cumbernauld 30/05/2023 at 6.30pm Cumbernauld Town Hall Kilsyth & Villages 31/05/2023 at 6.30pm St Patricks Primary School Wishaw 01/06/2023 at 6.30pm St Aidan’s High School Airdrie 07/06/2023 at 6.30pm Beechbank Community Centre Bellshill 08/06/2023 at 6.30pm Tannochside Primary School Motherwell 13/06/2023 at 6.30pm Cathedral Primary School Page 226 of 276
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meetings. Approximately 183 people attended the eleventh cycle of meetings with 60 community organisations and 71 Community representatives in total represented. 2.2 A broader range of community representation is generally in evidence at Community Board meetings. Four new organisations attended three of the Community Boards in Cycle 11. 2.3 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. 2.4 The categories of participants in Cycle 11 Community Boards are as set out in Table 2 below: Table 2 - Participants (Cycle 11) Participants at Community Boards (Cycle 11) Community Councils Tenants and Residents Associations Historical/Cultural Groups Community Forums MSYP/Youth Fora Police Scotland Scottish Fire & Rescue NHS Lanarkshire Voluntary Action North Lanarkshire NL Disability Access Panel Elected Members Council Officers Faith Groups Parent Councils Local people/residents Voice of Experience Forum Community Organisations African Collaborative Participation in meetings 2.5 There was a small increase in participation at this cycle of meetings in comparison to the previous cycle of meetings at end of February/beginning of March 2023. While some Boards experienced a reduction in attendance as the Boards returned to face- to-face meetings whilst others experienced an increase in attendance. Agenda items 2.6 During Cycle 11, four 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: Access to community centres and quad bike launch in Cumbernauld and Body in the Bog in Wishaw. Other issues raised at Board meetings included grass cutting around Glenmore underpass, request for consideration of installing road crossing near post office and issue with rats at shops Page 227 of 276
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in Forgewood in Motherwell. In addition to the agenda items above, local community groups provided updates in four Community Boards for example: Cornerstone in Cumbernauld, Xact in Airdrie, Wishaw YMCA, Parent Action for Safe Play, Safety Zone and Coatbridge and North Consortia. 2.7 Council officers were also asked to attend or provide updates to Board meetings in response to agenda items and issues raised by community representatives. Council and Community Planning Partnership Partners will continue to be invited to attend in relation to specific agenda items raised. External organisations are also invited to attend Board meetings in response to agenda items raised by communities as required. Opportunities to provide updates and share views. 2.8 As previously reported, all nine Community Boards endorsed Local Outcome Improvement Plans (LOIPs) which have been published and can be accessed via this link. Community Board agendas are now organised around LOIP priorities and updates from communities and partner agencies are linked to priorities where possible to ensure clear focus on progress towards achieving actions to address the key priorities that were identified by local communities. Local people can also raise ad hoc issues or share local information through the Community Matters section of the agenda. As previously reported 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. Special Board Meetings 2.9 Two Community Boards have requested special meetings. Shotts Board requested a special meeting to discuss LDP and decision-making and the special meeting requested by Northern Corridor Board at a previous Board meeting is scheduled to take place in September 2023. Community Board Local Development Programme (LDP) Projects 2.10 As previously reported, community organisations requested a positional statement regarding outstanding Local Development Programme projects. The LDP report, continues to be split by Community Board area, and detailing the status of projects, was circulated in advance of Cycle 11 Board Meetings. The project proposal form identified in previous reports to committee, continues to be utilised to record LDP project ideas and suggestions put forward from local communities. LDP continues to be a set item on the agenda at all Community Board meetings and is subject to a separate report to this committee. Involving Communities 2.11 Cycle 11 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, African Collaborative, Westfield Senior Citizen’s, NL Disability Access Forum, and Hope for Autism. The new community organisation Moodiesburn Community Action, that was established in response to a gap identified through the LOIP with Members, continues to attend the Northern Corridor Page 228 of 276
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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. 2.12 As reported previously there has been a decrease in the level of youth representation noted at Community Board meetings. 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. As reported previously, young people have become more involved within LOIP subgroups such as Youth Participation and Engagement. Youth engagement subgroups continue to plan and carry out consultation with young people locally to ascertain their needs in relation to LOIP priorities. Two young people from Cardowan Community Meadow attended the recent Northern Corridor Community Board meeting. St Lucy’s Youth Zone staff were represented at the Cumbernauld Community Board. Our Lives – An exploration of the lived experiences of North Lanarkshire’s 2.13 Black, Asian, and other Minority Ethnic people. This research undertaken by the University of the West of Scotland, on behalf of the Council, is being taken forward by the Community Planning Partnership’s Strategic Leadership Board. At its meeting in February 2023, it was agreed that to fully consider and respond to the research findings and recommendations, a co-ordinated partnership response was required. All partners have now had the opportunity to respond to the research and to consider the challenges that the recommendations may pose. A Lead Officers’ Group has now formed which is planning a community event to feedback and engage the communities and those who participated in the research. This is likely to take place early autumn. Moving Forward 2.14 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 11, 8 out of the 9 meetings were chaired by Community representatives. Community Board Development Programme 2.15 As previously reported, 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 Page 229 of 276
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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 previously at NL Strategic Leadership Board. Currently 128 Community Board Members have been issued with login details with 68 members, just over 50% having logged into the portal and accessed different areas of the hub. Since the previous update, 27 NLC employees from the Community Partnership and CLD teams have been added to the audience. A direct link to the hub has also been placed on the Elected Member Dashboard giving all Elected Members direct access. Communication was sent to all Elected Member's with instructions on how to access the CBM Hub. An email was recently sent to all users regarding the mandatory e-learning modules which are automatically assigned to all new users. The email explained these mandatory modules are for NLC employees only and Community Board Members are not required to complete them but can if they wish to. Unfortunately, this is something which cannot be filtered out and any new user is automatically assigned these modules. The welcome email for any new user has been updated to explain this. The Role of Chief Officers as Community Coordinators 2.16 As previously reported, Community Coordinators are in place and attending their designated Community Board Meetings. Community Coordinator updates continue to be a standing item on all Community Board agendas as well as participation in discussion relating to a range of local matters. Community Coordinators meet with key senior partners between Board cycles to discuss common matters, any leadership action required, and to collectively consider input to future meetings. Future Board Meetings 2.17 The next cycle of Community Board meetings will be held in August/September 2023. All Board meetings up to Cycle 10 took place online, however, following consultation, with community group representatives and elected members who attend Community Boards, all meetings in cycle 11 were held in person. Feedback to the consultation from Community Boards identified that most Boards preferred a mix of online and face-to-face meetings moving forward. A brief outline of consultation feedback with Community Boards can be found in Appendix 2. 2.18 As reported to Committee previously, a hybrid approach was tested at Motherwell Community Board Meeting to be considered for use at future Community Boards. Although workable, unfortunately the system tested has proved not to be cost effective and would not be able to be used in every Community Board area until IT infrastructure is available in suitable locations. 2.18 Further work will be undertaken to consider the best way to approach these requirements on a corporate basis and the Community Boards will be kept updated when further information is available. It is hoped that a corporate solution will be reached in the fullness of time with further input from Community Board members. 2.20 Having taken feedback from Community Board members into account, it was agreed that future cycles of Community Boards from May/June 2023 onwards should either be a mixture of online through Webex with a livestream facility and face to face with Page 230 of 276
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the meeting held in a community facility. Some Board feedback identified that it may be better to hold meetings face-to-face over the winter period. The Cycle 12 meeting dates are set out in Table 3 below. Table 3 – Community Board Meeting Dates (Cycle 12) Community Board Day Date Shotts Tuesday 22/08/2023 Northern Corridor Wednesday 23/08/2023 Coatbridge Thursday 24/08/2023 Cumbernauld Tuesday 29/08/2023 Kilsyth & Villages Wednesday 30/08/2023 Wishaw Thursday 31/08/2023 Airdrie Wednesday 06/09/2023 Bellshill Thursday 07/09/2023 Motherwell Tuesday 12/09/2023 Local Outcome Improvement Plans – Partnership Delivery, Monitoring, and Management Framework 2.21 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 11 Community Board Agenda 4.2 Appendix 2 – meeting consultation feedback Stephen Penman Chief Officer Strategic Communication and Engagement Page 231 of 276
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Page 232 of 276
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Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 233 of 276
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Appendix 1 Community Board Agenda (Cycle 11) 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 ii.Local issues put forward by local communities. iii.Open Space Strategy consultation iv.Provosts Citizenship Awards 6. Local Development /Investment i.Local engagement/consultation v.Funding opportunities 7. Standing Agenda items i.Community Coordinators Up-date ii.Local Development Programme (LDP) up-date 8. AOCB 9. Date and time of next meeting Page 234 of 276
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Appendix 2 Feedback from consultation Online consultation was carried out with Community group representatives and Elected members regarding future Community Board meetings. A total of 132 representatives responded and the following is a summary of responses provided. Community Board Total Responses Prefer online Meetings Prefer Face-to- face Meetings Prefer mix of online and Face-to-face Airdrie 20 15% 50% 35% Bellshill 19 37% 37% 26% Coatbridge 11 18% 36% 46% Cumbernauld 21 29% 33% 38% Kilsyth and Villages 6 17% 33% 50% Motherwell 15 20% 47% 33% Northern Corridor 14 28% 29% 43% Shotts 17 12% 53% 35% Wishaw 9 22% 33% 45% Page 235 of 276
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref SP/MC/GS Date 21/08/23 Campsies Grant Award Programme From Stephen Penman, Chief Officer – Strategic Communication and Engagement E-mail penmanste@northlan.gov.uk costellom@northlan.gov.uk Telephone 07725289559 Executive Summary The purpose of this report is to provide the Communities Committee with a progress update on the Campsies Grant Award Programme, which was created following the transfer of assets from Campsies Centre (Cumbernauld) LTD (CCCL) to the council on June 30, 2021. Since the formal transfer of assets, funding to the value of £586,028.31 has been awarded through the programme to 32 community and voluntary organisations operating within the boundaries of Cumbernauld; to support new activities, projects, and initiatives or to contribute to existing work. Further funding rounds will be considered in the future, subject to sufficient levels of new income receipts from the CCCL legacy activities being available. Programme administrators from the Community Partnership Team will continue to monitor and support those community and voluntary organisations in receipt of a funding award until all project activities have been successfully completed. It is anticipated that all project activities and deliverables will be completed by the end of 2023. Recommendations It is recommended that the Communities Committee: (1) Endorse the updates contained within this report and in Appendices 1 and 2 (2) Approve the exceptions and solutions proposed in Appendix 3 including the further extensions. (3) Endorse the budgetary position of the programme outlined in Appendix 4 and note that the programme remains closed at this time. (4) Endorse the the case studies outlined in Appendix 6 and the positive outcomes secured for local residents and communities as a result of the Campsies Grant Award Programme. The Plan for North Lanarkshire Priority Enhance participation, capacity, and empowerment across our communities Ambition statement (19) Improve engagement with communities and develop their capacity to help themselves Item 14 Page 237 of 276
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1. Background Funding Allocations – Campsies Grant Award Programme 1.1 The Community Partnership Team are responsible for the management and administration of the Campsies Grant Award Programme. 1.2 The programme was funded from the balance of unaccounted funds at the time of the winding-up of CCCL and the transfer of assets into the council. £586,161 was available for the programme. 1.3 Two rounds of the programme were delivered during 2021 and funding awards approved for 32 local community and voluntary organisations. 1.4 Performance monitoring arrangements previously outlined at the Community Empowerment Committee meeting held on 31 January 2022 is concluded for the majority of the funded organisations with the exceptions listed in Appendix 3. Monitoring arrangements will continue for those organisations until all projects have been fully delivered. 2. Report Campsies Grant Awards Programme – Round 1 update 2.1 Further to the decisions made at the Community Empowerment Committee on 23 August 2021, nine organisations were approved for Round 1 funding. Relevant updates are provided in Appendix 1 regarding these applications. 2.2 Performance and expenditure information is current and up to date for seven of the organisations. Based on all returns and feedback from assigned monitoring officers these projects have been completed on time and per the original funding applications. 2.3 Appendix 3 provides details the two exceptions from Round 1 that have been identified, as well as agreed solutions. Campsies Grant Awards Programme – Round 2 update 2.4 Further to the decisions made at the Community Empowerment Committee on 1 November 2021, 23 organisations were approved for Round 2 funding. Relevant updates are provided in Appendix 2. 2.5 Performance and expenditure information is current and up to date for 15 of the organisations. Based on all returns and feedback from assigned monitoring officers these projects have been completed on time and per the original funding applications. 2.6 Appendix 3 provides details of any exceptions for Round 2 that have been identified as well as agreed solutions. Currently eight organisation require extensions. Performance Monitoring 2.7 As part of the funding agreement, all funded organisations agreed to participate in ongoing performance monitoring and management arrangements. This involved the submission of quarterly dual returns focussing on agreed performance measures and a financial overview of all outgoings for the reporting period. Regular in-person or online monitoring meetings with allocated monitoring officers are held. Page 238 of 276
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2.8 Officers from the Community Partnership Team were allocated as monitoring officers and performance monitoring and management will continue until all projects have been successfully completed. Outcomes and Impacts 2.9 In order to demonstrate the difference the funding has made to organisations, people, and communities across Cumbernauld. It will be important to undertake evaluation work to identify the impact and outcome successes achieved as result of the funding awards. 2.10 As outlined in the previous committee paper, all funded organisations will be invited to submit a written case study. The template for this is provided in Appendix 5. The case studies will be used to promote and highlight the many projects delivered utilising funding from the Campsies Grant Award Programme and to enable the professional dialogue and the sharing of best practice. 2.11 The first batch of case studies, are included in Appendix 6, demonstrating a range of important themes / topics which the Campsies Grant Award Programme funding has contributed to: • Children & Young People • Work with Families • Adults aged 50+ • Carers • Community Safety • Disability • Environment • Health & Wellbeing (general) • Mental Health • Community Development • Community Projects & Initiatives Budget Commitments and Position 2.12 Appendix 4 outlines the commitments for both rounds of the Campsies Grant Award Programme. The programme remains fully committed and there will be no further rounds at this time. Next Steps 2.13 It is anticipated that a final update report will be brought to the Communities Committee early in 2024 to confirm the completion of the Campsies Grant Award Programme for Round 1 and Round 2. This will also include any additional case studies submitted by funded organisations. 3. Measures of success 3.1 Outcomes delivered by the Grant Funded Organisations meet those set out in their applications. 3.2 Suitably robust governance and oversight arrangements are in place to consider and allocate the residual balance of funds transferring from CCCL to the council. 3.3 Funding allocated to projects which benefit Cumbernauld while also supporting The Plan for North Lanarkshire whilst considering wider relevant criteria. Page 239 of 276
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3.4 Impact and outcomes delivered by the funded projects meet those as set out in the initial applications and as per assessment recommendations. 3.5 Compliance with Following the Public Pound requirements and accountability and transparency of the funding allocation, monitoring, and reporting procedures. 3.6 Increased number of local community groups involved in the process ensuring a wider approach to community engagement in relation to project design and delivery. 3.7 Increased awareness of grant application and assessment process within communities leading to increased application levels for projects leading to wider benefits for the Cumbernauld area. 4. Supporting documentation 4.1 Appendix 1 – Round 1 update 4.2 Appendix 2 – Round 2 update 4.3 Appendix 3 - Exceptions log for Round 1 and Round 2 4.4 Appendix 4 – Budget commitments and position 4.5 Appendix 5 – Case Study Template 4.6 Appendix 6 – Case Studies Stephen Penman Chief Officer Strategic Communication and Engagement Page 240 of 276
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Page 241 of 276
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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? Some of the organisations funded via the Grant Programme deliver programmes/ services that impact positively on the environment of North Lanarkshire communities. 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 242 of 276
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Appendix 1 CAMPSIES GRANT AWARD PROGRAMME ROUND 1 – SUCCESSFUL APPLICANTS (UPDATES) Assessed Projects Community Organisation Description Location Funding Award Status Cumbernauld Action on Care of the Elderly (CACE) Assist with employee and programme costs Cumbernauld £50,000 Project Complete Cumbernauld Poverty Action Assist with costs of recruiting a Volunteer Development Worker Cumbernauld £49.936 Project Complete Cumbernauld YMCA Assist with costs of purchasing a Portakabin Cumbernauld £50,000 The project has been delayed and an extension may be required. Refer to Appendix 3. Cumbernauld Colts Community Football Club Assist with costs of School Coaching Staff, purchasing a Community Club van, purchasing of equipment and all costs involved with running the Summer Camp Cumbernauld £35,090 Project Complete – Refer to Appendix 5 for case study The Scottish Centre for Children with Motor Impairments Assist with employee cost, advertising costs, equipment costs and travel expenses Cumbernauld £37,448.61 Project Complete – Refer to Appendix 5 for case study Kildrum Primary School Parent Council Assist with costs of developing a play area Cumbernauld £50,000 This project will be managed by NLC – community partnership team / Education in partnership with parent council and school. Refer to Appendix 3. Scottish Wildlife Trust Assist with costs of installing threshold panels at 13 key entrance points in the 3 reservoirs Cumbernauld £24,648 Project Complete – Refer to Appendix 5 for case study ENABLE Scotland (Leading the Way) Assist with staffing costs Cumbernauld £50,000 Project Complete North Area Crime Prevention Panel Assist with costs of fitting security markings to school bicycles, purchasing and fitting of alarms to Senior Citizens houses and disabled persons living alone, volunteer equipment and promotional materials Cumbernauld £14,740 Project Complete Total: £361,862.61 Page 243 of 276
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Appendix 2 CAMPSIES GRANT AWARD PROGRAMME ROUND 2 – SUCCESSFUL APPLICANTS (UPDATES) Assessed Projects Community Organisation Description Location Funding Award Status Cornerstone House Centre Contribution towards increased operation costs (including, staff costs, volunteer’s expenses and other overheads) as a result of agreement to host groups who previously let out The Link Centre. The requirement is in support of The Link Centre being used as COVID-19 vaccination booster centre. Cumbernauld £9,900 Project Complete One Parent Families Scotland Delivery of Community Connections Project for Cumbernauld area, offering support to 40 single parent families. Funding will go towards employee costs, administration costs and programme costs Cumbernauld £9895.05 Project Complete Partners in Play Operational cost supporting the delivery of social care support services for children and young people with additional support needs. Funding will go towards, employee and related costs, resources, and programme costs Cumbernauld £9,900 Project Complete – Refer to Appendix 5 for case study Abronhill Regeneration Forum Development of sensory garden and associated costs Cumbernauld £9,900 Project is ongoing – sites for sensory features being negotiated with NLC Land Management Cumbernauld Community Forum Delivery of community gala day and senior’s tea dance (and associated costs) Cumbernauld £9,108 Original projects completed, however funding still available. Organisation has asked for permission to use funding to deliver additional events. Cumbernauld Free Church of Scotland Recruitment of Community Development Worker to lead on a project to develop a community hub for the Carbrain area Cumbernauld £9,900 Project Complete Freedom City Church Financial contribution towards the Freedom Project which supports individuals with addiction. Funding would pay for key worker overheads, Cumbernauld £9862.38 Project Complete Page 244 of 276
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delivery of two peer support groups and IT equipment St. Lucy’s Youth Zone Delivery of additional youth work activities in the form of ‘The Youth Zone Transitions Project’ which will provide a safe, dedicate space for young people. Funding is requested for: - equipment, resources, transport costs and a residential experience for 30 young people Cumbernauld £9,900 Project ongoing – funding still available to allow for continued activities to be delivered. Cumbernauld Resilience Rent costs, new kitchen equipment and office supplies in support of the continuation of food aid / meal service provided to elderly and vulnerable people Cumbernauld £9,900 Project Complete RECAP Cumbernauld Employee costs to support the continued provision of furniture starter packs for vulnerable families and individuals taking on new tenancies. Cumbernauld £9266.40 Project Complete Cumbernauld and Kilsyth Care Continued support to families in need through recruitment of part time worker (and associated costs) Cumbernauld £9,900 Project Complete 2496 Cumbernauld Squadron air Cadets Purchase of new tents, camping equipment, training, and programme costs Cumbernauld £9,900 Project ongoing – good progress being made. But short extension required Friends of Cumbernauld Care Home Installation of sensory garden and associate costs for furniture, lighting and plans and shrubs Cumbernauld £9,900 Funding agreement accepted and funds have been released. Refer to Appendix 3 North Lanarkshire Chiefs Basketball Club Delivery of evening and weekend basketball sessions in three local high schools. Funding towards equipment, school lets and volunteer training Cumbernauld £9,405 Project Complete Palacerigg Community Trust Financial contribution towards ongoing operational costs including funding for :- radio link equipment, volunteer kits, first aid training and equipment, installation of a sheltered area and defibrillator, outdoor play equipment and delivery of family day event Cumbernauld £9,895.05 Project behind schedule due to negotiations with community asset St. Lucy’s Primary School Parents Council Delivery of ‘Health is Wealth’ projects focussing on outdoor learning and health and wellbeing activities for pupils. Funding is request for: - programme costs, equipment and resources and transport costs Cumbernauld £8605.08 Project Complete – Refer to Appendix 5 for case study Take Heart for the Nations (Cumbernauld Food Bank) Delivery of a new programme/course called Take Heart for the Nations. Aimed at individuals experiencing food Cumbernauld £9,642.60 Project Complete Page 245 of 276
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poverty and life issues. One of the objectives is to reduce reliance in emergency food aid. Request for support with course materials, venue hire and volunteer training Watch us Grow Costs for installation of a stairlift and new furniture, which will be of benefit to local adults with additional support needs who use the services of the organisation. Cumbernauld £9,900 Project Complete – Refer to Appendix 5 for case study Cumbernauld Village Community Council Feasibility and consultation study to look at the viability of greenspace improvements in the bog stank corridor Cumbernauld £9,900 Project was delayed but is now underway. Timescales to be adjusted. New Adventures Funding towards a used minibus, to enable adults with disabilities participate in social, educational and sporting activities. Cumbernauld £9,900 Project Complete Cumbernauld PS parent council Develop outdoor learning areas to include daily mile track and sensory zone. Plus, the purchase of new outdoor play boxes and resources Cumbernauld £9886.14 Project Complete Dullatur Community Council Project to improve Dullatur Village Community & Sports Hall. Involving internal and external improvements, purchase of external furniture and legal and professional fees. Total project cost £20,00 – 50% match funding has been requested Cumbernauld £9,900 Project Complete Westfield PS parent council Financial contribution towards the installation of new outdoor play equipment, including junior trim trail and outdoor gym Cumbernauld £9,900 This project will be managed by NLC – community partnership team in partnership with parent council and school. Refer to Appendix 3. Total: £224,165.70 Page 246 of 276
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Appendix 3 EXCEPTIONS LOG AS OF 21 AUGUST 2023 Round 1: Community Organisation Project Description Exception / Issue Solution Cumbernauld YMCA Assist with costs of purchasing a Portakabin Due to organisational reorganisation and slower recovery following the pandemic, there has been delays in starting the project. Further complicated by supply chain issues and inflationary pressures. The project can be extended to allow further time for design, implementation, and installation work. New anticipated start date of: If costs remain prohibitive and further funding cannot be secured, then there is a risk that the project will not be viable. In this scenario, then funding will be returned if the project has not started by Kildrum Primary School Parent Council Assist with costs of developing a play area Due to the complexity of the project and the requirement for appropriate standards and controls, and application of NLC financial regulations the parent council are unable to lead on this project. Inflationary cost pressure and supply chain issues are also impacting on this project The project will now be designed, co-ordinated and managed by NLC – Community Partnership Team as an LDP project. The project will be delivered in partnership with NLC - Education & Families, and the parent council and school. Some elements of the project have been installed and paid for by NLC – Education & Families. The project remains achievable. Page 247 of 276
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Round 2: Community Organisation Project Description Exception / Issue Solution Friends of Cumbernauld Care Home Installation of sensory garden and associate costs for furniture, lighting and plans and shrubs The project can no longer be delivered onsite of Cumbernauld Care Home. As per last update, the project has relocated to the grounds of the Craighalbert Centre for use of the original intended beneficiaries (residents, family, and friends of Cumbernauld Care Home) as well being further opened up to the wider Craighalbert school community, and residents, family and friends of Carrickstone Care Home. The project has now started, but an extension to 31 March 2024 is proposed. Westfield PS parent council Financial contribution towards the installation of new outdoor play equipment, including junior trim trail and outdoor gym Due to the requirement for appropriate standards and controls, and application of NLC financial regulations the parent council are unable to lead on this project. Inflationary cost pressure and supply chain issues are also impacting on this project The project will now be designed, co-ordinated and managed by NLC – Community Partnership Team as an LDP project. This will be in partnership with the parent council and school. The project parameters and design brief will be reviewed to ensure costs are kept in check whilst ensuring minimal variation from the assessed proposal. The project remains achievable. Cumbernauld Community Forum Delivery of community gala day and senior’s tea dance (and associated costs) Due to lower-than-expected costs of running last years events the organisation still has funds available. They have requested a project extension to deliver additional events and activities for older adults An extension through to 31 March 2024 will enable the organisation to complete additional events and activities for older adults. St. Lucy’s Youth Zone Delivery of additional youth work activities in the form of ‘The Youth Zone Transitions Project’ which will provide a safe, dedicate space for young people. Funding is requested for: - equipment, resources, transport costs and a residential experience for 30 young people Due to lower-than-expected participation levels, funding remains available. A further extension through to 31 March 2024 is proposed; alongside a variation of purpose to include further educational excursions and activities. Page 248 of 276
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Abronhill Regeneration Forum Development of sensory garden and associated costs Sites for sensory installations still being negotiated An extension through to 31 March 2024 is proposed 2496 Cumbernauld Squadron air Cadets Purchase of new tents, camping equipment, training, and programme costs More time required to complete the project An extension through to 31 March 2024 is proposed Palacerigg Community Trust Financial contribution towards ongoing operational costs including funding for :- radio link equipment, volunteer kits, first aid training and equipment, installation of a sheltered area and defibrillator, outdoor play equipment and delivery of family day event The organisation has yet to concluded community asset transfer. This has resulted in a delay to all proposed activities. An extension through to 31 March 2024 is proposed Cumbernauld Village Community Council Feasibility and consultation study to look at the viability of greenspace improvements in the bog stank corridor Slight delay to recruitment of consultant, impacting on final completion date. But work now underway. An extension through to 31 August 2023 is proposed Page 249 of 276
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Appendix 4 BUDGET POSITION AS AT 21 AUGUST 2023 Balance as of 21st June 2021: £586,161 (allocated to Campsies Grant Award Programme) Expenditure £ Campsies Grant Award Programme (Round 1) 361,862.61 Campsies Grant Award Programme (Round 2) 224,165.70 TOTAL: 586,028.31 BALANCE: 132.69 Page 250 of 276
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Appendix 5 Case Studies Campsies Grant Award Prorgramme Case Study Name of Organisation Funding Round Round 1 ☐ Round 2 ☐ Funding Allocated £ Project Completed Click or tap to enter a date. Number of Beneficiaries Overview of Organisation • Short description of organisation • Key aims / objectives Details of Project • How was the Campsies grant used? What did you do? Details of services / projects / initiatives delivered. • Who was the project aimed at? • Why was it needed / key drivers? Outcomes • Did you do the things you set out to do? What changed / improved for the beneficiaries / participants in the short term – did they learn new skills, take part in new activities and experiences, access additional support and advice etc.? • Where possible, include quantitative (numerical) benefits and measurable achievements. Number of hours delivered, number of volunteers involved, Page 251 of 276
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Impact and Legacy • Tell us your story - focus on the difference the project has made to local people and local communities? This can be in relation to events, initiative, and actions. • Was the project effective? Did you achieve goals or objectives? What did participants report? • Has there been any other positive effects produced directly or indirectly from the project? For example, new jobs created, additional funding leveraged in, increase in participation levels, increase in membership etc. • Insert photos / quotes from project beneficiaries. Partnerships • Other organisation(s)/individuals/professionals involved. • What were the benefits of the partnership for the project participants? Future plans • What plans for the future (immediate / longer term) do you have as a result of the project? Thematic Categories (tick any that apply to your case study) Children & Young People ☐ LGBTQ ☐ Work with Families ☐ Gender specific initiatives ☐ Parenting initiatives ☐ Addictions and Recovery ☐ Adults aged 50+ ☐ BAME groups ☐ Carers ☐ Community Safety ☐ Disability ☐ Environment ☐ Health & Wellbeing (general) ☐ Mental Health ☐ Community Transport ☐ Community Development ☐ Community Projects & Initiatives ☐ Other ☐ Contact Details: Contact Name Position within Organisation Email Address Website Page 252 of 276
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Appendix 6 Case Studies Campsies Grant Award Prorgramme Case Study Name of Organisation Watch Us Grow Funding Round Round 1 ☐ Round 2 ☒ Funding Allocated £ 9,900 Project Completed 30 April 2023 Number of Beneficiaries 26 Overview of Organisation • Short description of organisation Watch US Grow is dedicated to making positive changes in the lives of Adults with Additional Support Needs. Creating opportunities for the people they work with to grow in confidence and become more independent. Providing the opportunity for people to a purposeful role, where they are valued, involved, listened too and can go home at the end of a day’s work, feeling the satisfaction of achievement. • Key aims / objectives To help our adults with additional support needs not only live more equally within their own communities but thrive. To learn and practice all the skills needed to live more independently in the home “At Home Initiative”. Details of Project • How was the Campsies grant used? What did you do? Details of services / projects / initiatives delivered. The grant we received enable us to make adaptations to our premises by installing a stairlift within Palacerigg House, a fantastic solid two-story building which is in general, in great shape, however it did require us to open upstairs to all our students who could to make the most out of our facility. We also purchased tables and seating for our craft room and our new hospitality project downstairs which will eventually be open to the public. Page 253 of 276
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• Who was the project aimed at? Our Bungalow project is a project aimed at students with additional support needs. Students are given the opportunity to build skills and confidence in preparation for living more independently, either in their own homes or helping students become valued members in the homes they already live. • Why was it needed / key drivers? Need for the project was identified by Students who wanted to participate fully in WUG but couldn’t because of restrictions of moving within Palacerigg House, particularly when trying to access upstairs. The need to increase the participation of adults with adult support needs. The key drivers for this project were inclusion and reducing isolation of adults with Addition Support Needs (seldom heard voices). Outcomes • Did you do the things you set out to do? What changed / improved for the beneficiaries / participants in the short term – did they learn new skills, take part in new activities and experiences, access additional support and advice etc.? The grant enabled us to open our services to those adults with mobility issues. This included our therapy room, the Bungalow “At Home” Project and Arts and Craft rooms. Students were able to access all the opportunities offered by WUG many experiencing new activities for the first time. • Where possible, include quantitative (numerical) benefits and measurable achievements. Number of hours delivered, number of volunteers involved, • 90 sessions delivered to 26 adults with addition support needs. Impact and Legacy • Tell us your story - focus on the difference the project has made to local people and local communities? This can be in relation to events, initiative, and actions. The grant we received enabled WUG to improve access for students attending WUG. The grant made sure we will continue to be an inclusive project supporting and creating opportunities for the students we work with grow in confidence and become more independent. The stairlift has opened a whole new set of opportunities and experiences for Students. Many students for the first time can fully participate in all the services and feel very much a part of the Project more will have the opportunity to increase their independence. The Legacy is, our premises will support students needs well into the future. • Was the project effective? Did you achieve goals or objectives? What did participants report? The Project was successful, and all goals and objectives have been met. • Has there been any other positive effects produced directly or indirectly from the project? For example, new jobs created, additional funding leveraged in, increase in participation levels, increase in membership etc. Our Project is now fully accessible, and students feel valued. Page 254 of 276
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Partnerships • Other organisation(s)/individuals/professionals involved. N/A • What were the benefits of the partnership for the project participants? N/A Future plans • What plans for the future (immediate / longer term) do you have as a result of the project? To include more adults with additional support needs in all aspects of services delivered by WUG. To ensure those who want to live independently have information and advice provide to help them make informed choices in the future. Thematic Categories (tick any that apply to your case study) Children & Young People ☐ LGBTQ ☐ Work with Families ☐ Gender specific initiatives ☐ Parenting initiatives ☐ Addictions and Recovery ☐ Adults aged 50+ ☐ BAME groups ☐ Carers ☒ Community Safety ☐ Disability ☒ Environment ☐ Health & Wellbeing (general) ☒ Mental Health ☐ Community Transport ☐ Community Development ☒ Community Projects & Initiatives ☒ Other ☐ Page 255 of 276
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Campsies Grant Award Prorgramme Case Study Name of Organisation Partners in Play Funding Round Round 1 ☐ Round 2 ☒ Funding Allocated £9,900 Project Completed 27 April 2023 Number of Beneficiaries 42 Overview of Organisation • Short description of organisation Partners In Play are a social care charity providing support services to children and young adults with additional support needs. Recently expanding services within Cumbernauld due to a high demand within the area. In response to the Covid-19 pandemic our support services had to be adapted to allow safe and consistent support to all young people. Our community hub provides a safe space for young people with ASN to socialise and explore ways to extend our services to a wider group of young people. Currently the space is used for attending online training/education sessions, blended learning, life skills including cooking classes and group activities. Details of Project • How was the Campsies grant used? What did you do? Details of services / projects / initiatives delivered. We used the Campsie funding to part fund the salary of a Co-Ordinator and to purchase interactive equipment for the Project. • Who was the project aimed at? The Project is aimed at children and young adults with additional support needs. • Why was it needed / key drivers? The need for the project was identified by our children and young people. Reduce isolation, increase opportunities for children and young people with ASN, inclusion. Improving economic opportunities and outcomes; supporting children ; support children and young people to realise their full potential; enhance participation, capacity and empowerment. Page 256 of 276
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Outcomes • Did you do the things you set out to do? What changed / improved for the beneficiaries / participants in the short term – did they learn new skills, take part in new activities and experiences, access additional support and advice etc.? Our Youth Club this year has been a great success thanks to the grant award we received, we have saw confidence and social interacting with peers grow immensely within our service users who attended. They are now leading the activities and planning for themselves, with supervision and guidance from staff. Our Saturday activities have consisted of our usual home baking, Arts and Crafts and our service users got the chance to put our Christmas decoration and tree up this year. We had a Christmas Disco which went down a treat where all service users got to meet Santa and received a present. • Where possible, include quantitative (numerical) benefits and measurable achievements. Number of hours delivered, number of volunteers involved, 63 children and young people participated over 25 learning sessions: cooking and life skills, physical activities, supported trips and visits and developing young volunteers 21 youth volunteer opportunities were created. Impact and Legacy • Tell us your story - focus on the difference the project has made to local people and local communities? This can be in relation to events, initiative, and actions. During our sessions our service users continue to strive in confidence and look forward to meeting up with peers and mostly participate in all activities. Our service users are frequently using our gym/ health room to exercise which is showing results in weight loss and building energy and confidence levels. • Was the project effective? Did you achieve goals or objectives? What did participants report? The Project was effective with many children and young people taking part in new experiences. Learning sessions were evaluated and children and young people reported they were happy with the services they received. • Has there been any other positive effects produced directly or indirectly from the project? For example, new jobs created, additional funding leveraged in, increase in participation levels, increase in membership etc. Volunteering opportunities for young people were created and supported with training, more children and young people were involved in decisions making and more children and young people from Cumbernauld could access our services. Partnerships • Other organisation(s)/individuals/professionals involved. N/A • What were the benefits of the partnership for the project participants? N/A Future plans • What plans for the future (immediate / longer term) do you have as a result of the project? Our Blended Learning service will ensure so that users can continue to build on their on their life skills and independence skills within the hub. Page 257 of 276
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Thematic Categories (tick any that apply to your case study) Children & Young People ☒ LGBTQ ☐ Work with Families ☒ Gender specific initiatives ☐ Parenting initiatives ☐ Addictions and Recovery ☐ Adults aged 50+ ☐ BAME groups ☐ Carers ☐ Community Safety ☐ Disability ☒ Environment ☐ Health & Wellbeing (general) ☒ Mental Health ☐ Community Transport ☐ Community Development ☒ Community Projects & Initiatives ☒ Other ☒ Page 258 of 276
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Campsies Grant Award Prorgramme Case Study Overview of Organisation St. Lucy’s Primary School Parent Council is a local parent council currently operating across Council Ward 4 - Cumbernauld East. The organisation has been in existence for 15+ years and they regularly provide projects that support young people who attend St. Lucy’s PS. Key aims / objectives include: • Support learning opportunities for young people • Support environmental learning opportunities for young people • Support play provision for young people • Support transition experiences for P7 young people • In addition to the school, the organisation works in partnership with local organisations, including St. Lucy’s Youth Zone, to help maximise health and wellbeing opportunities, including provision of additional resources for the benefit of local young people. With regard to this specific project, all activities were carried out during a full academic year. Details of Project The grant was used to fund the organisation’s Health is Wealth project as follows: • To maximise outdoor learning opportunities for all young people, including the Support Unit and Nursery • To increase consumption of water in school through greater use of refillable water bottles to help reduce drinks consumption from non-recyclable packaging • To increase levels of outdoor play participation • To increase transition opportunities via Strathclyde Park event for PT pupils As part of activities carried out, a range of outdoor learning materials were purchased to supplement current available resources. Name of Organisation St. Lucy’s PS Parent Council Funding Round Round 1 ☐ Round 2 ☒ Funding Allocated £8605.08 Project Completed 31 March 2023 Number of Beneficiaries 242 Page 259 of 276
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The project was required to help improve health and wellbeing levels across various age ranges by increasing access to outdoor learning, environmental and play opportunities for 242 school, support unit pupils and current nursery attendees Outcomes Project outcomes were achieved, with 242 participants taking part in planned sessions. Delivery included provision of 1 outdoor PE session and 1 outdoor learning session per week, including bushcraft and den building, cycling, archery and sailing. As a result, school staff indicated that sessions are helping young people to develop with improved teamwork, creativity levels and problem solving skills. Children also stated they enjoyed the sessions. Session ensured opportunities were provided for children which would not usually be affordable, particularly as a result of ongoing Cost of Living crisis. Direct participation in project activity has helped improve young people’s physical and mental health and provided learning and play experiences that complemented wider school-based experiences. Impact and Legacy As indicated, the project has positively impacted on young people’s health and wellbeing through provision of additional leaning and play activities. Transition activities for P7 pupils has also helped improve confidence and self-esteem levels for pupils preparing for attendance at secondary school in the following academic year. The project has also provided access to regular health related activities, including increased outdoor play opportunities which ensured young people took part in further play experiences with friends. Project delivery has enabled additional resources to be targeted within the Abronhill area of Cumbernauld, with Scottish Index of Multiple Deprivation (SIMD) ranges 1 to 9 targeted, including 50%+ in SIMD 1,2 and 3 categories. Partnerships In addition to the primary school, we linked with St. Lucy’s Youth Zone to help make best use of project resources and opportunities during holiday time periods for the wider benefit of young people. We also worked with NLC Active Schools to maximise benefits related to transition activity at Strathclyde Park and support from NLC Community Partnership Team regarding monitoring requirements ensured smooth delivery of project activities. Future plans We would be keen to deliver a similar project (if funding available) to build on learning gained. This would help us improve delivery and further maximise benefits for local young people. Thematic Categories (tick any that apply to your case study) Children & Young People ☒ LGBTQ ☐ Work with Families ☒ Gender specific initiatives ☐ Parenting initiatives ☐ Addictions and Recovery ☐ Page 260 of 276
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Adults aged 50+ ☐ BAME groups ☐ Carers ☐ Community Safety ☐ Disability ☐ Environment ☒ Health & Wellbeing (general) ☐ Mental Health ☒ Community Transport ☐ Community Development ☐ Community Projects & Initiatives ☐ Other ☐ Page 261 of 276
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Campsies Grant Award Prorgramme Case Study Name of Organisation The Scottish Centre for Children with Motor Impairments Funding Round Round 1 ☒ Round 2 ☐ Funding Allocated £37448.61 Project Completed 31 March 2023 Number of Beneficiaries 533 Overview of Organisation The Scottish Centre for Children with Motor Impairments has spacious grounds and a vast range of specialist and multipurpose facilities within the campus and despite being open for 30 years it largely remained invisible to the local North Lanarkshire community and the facilities were underutilised. The new leadership team were keen to maximise the utilisation of the Centre’s resources and to develop strong partnerships with the local community. Details of Project With funding from The Campsie Fund, we were able to employ a Community Partnership Facilitator who built strong, long-lasting relationships within the community, and promoted availability of our facilities to a wide range of groups, organisations and individuals within the local community. Outcomes We provided 29 student placements and internships for students studying a variety of subjects including teaching, physiotherapy, Occupational Therapy, Speech and Language Therapy, Psychology and statistics. We also offered activities where young people could visit the Centre, learn about the work of a local charity and meet with the pupils who attend our school and provided a work placement for a young person who had disengaged from School. This project allowed for groups hiring our facilities to deliver 78 sessions supporting 192 individuals and our hydrotherapy pool was used to deliver 96 hydrotherapy sessions improving the health and wellbeing of 341 individuals, including children and families with disabilities and elderly care home residents. Page 262 of 276
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Impact and Legacy We have worked in partnership with a variety of groups to improve intergenerational activities, this led to us offering garden space for Carrickstone Care home to develop a sensory garden on our grounds, we hosted a variety of community events that brought together the elderly community and the children that we support, along with exploring future intergenerational music therapy sessions and tea and chat sessions, which we aim to start soon. “My work experience has given me the confidence and skills to prepare me for the world of work. Some of the things I have learned include being able to evaluate and prioritise a daily job list; time management; project planning and health & safety. I now have more confidence when speaking to people at all levels - from the Chief Executive through to the children and parents. My aim is to get an apprenticeship and this placement has helped me work towards this.” Work Placement student. “Working with the SCCMI was a great choice for my career development. I was able to gain insight into the operations of the centre and get an idea of what working in the public/third sector is like. I was given the freedom to implement my own ideas while carrying out research and was given tremendous support along the way. The work I was doing was for a good cause and I feel that I made a contribution to society, all while gaining valuable skills and experience” Intern “I’m delighted to say that our first hydrotherapy session was a huge success, and the residents are already looking forward to the next dates!” William Simpson Care Home “We are so glad that some of our residents could make it along to the Christmas light switch on, it was a great night and we all enjoyed ourselves. We would be delighted to look at dates in the new year for music therapy sessions.” CACE Partnerships We engaged with 46 new partners and provided weekly facility hire to 12 new local groups. This offered opportunities for those who struggled to find suitable venue hire, access to facilities that were suitable for everyone that they may be supporting. These partners included: • Whizz Kidz • Indigo Childcare Group • North Lanarkshire Disability Forum • SCLD • Pamis • Carrickstone House Care Home • CACE • Watch us Grow. Future plans Our funding for this project has now ended, however we plan to continue with this work and to build on the great partnerships that have been developed, helping to make Cumbernauld a great place to work, live, invest and visit. Page 263 of 276
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Thematic Categories (tick any that apply to your case study) Children & Young People ☒ LGBTQ ☐ Work with Families ☒ Gender specific initiatives ☐ Parenting initiatives ☐ Addictions and Recovery ☐ Adults aged 50+ ☒ BAME groups ☐ Carers ☐ Community Safety ☐ Disability ☒ Environment ☐ Health & Wellbeing (general) ☒ Mental Health ☒ Community Transport ☐ Community Development ☐ Community Projects & Initiatives ☐ Other ☐ Page 264 of 276
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Campsies Grant Award Prorgramme Case Study Name of Organisation Scottish Wildlife Trust Funding Round Round 1 ☒ Round 2 ☐ Funding Allocated £24,648 Project Completed 12 April 2023 Number of Beneficiaries No formal evaluation of beneficiaries has been undertaken due to the informal nature of participation within the 13 greenspace communities where the panels have been erected. However, these sites are visited on a regular basis by people living within those communities and Scottish Wildlife Trust will monitor the feedback. Overview of Organisation Scottish Wildlife Trust locally known as (Cumbernauld Living Landscape) aims to enhance, restore and reconnect green areas of the town. Over 50% of Cumbernauld’s town centre is made up of green spaces: parks, woodlands and gardens. However, these areas are often disconnected from one another, and many are not as good for people – or wildlife – as they should be. Without good quality, healthy places people and wildlife cannot flourish. Working closely with the local community, we need to ensure that healthy places are at the heart of the town’s future. The Cumbernauld Living Landscape’s long-term vision is for a green network in the town, providing clean air, water and retreats from the business of everyday life. Details of Project Installation of threshold panels at 13 key greenspace entrance points to aid information and learning. The signage (both interpretation and health and safety) has been designed, produced, manufactured, and installed on greenspaces around Cumbernauld. They have enhanced the opportunities of buy in from communities accessing the sites. The learning and reinforcement of a positive message cannot be underestimated in the everyday lives of local people in terms of health and wellbeing and several other positive impacts. Page 265 of 276
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Outcomes • Threshold panels encourage local people to spend more time in greenspaces which will lead to health and wellbeing benefits. • The panels encourage local communities to value and look after greenspaces in their neighbourhood. • The panels promote community responsibility and information in relation to their local greenspace. Impact and Legacy The panels have been a positive talking point for visitors to greenspaces around Cumbernauld. Feedback has included how the panels have added value to the greenspace and to the opportunities and range of possibilities for communities utilising their local area. Several of the panels were installed close to communities recognised as being in areas of poverty or deprivation. Partnerships We have a strong connection with a range of partners across Cumbernauld and further afield within North Lanarkshire. We took advice from a range of partners including North Lanarkshire Council, Forestry Commission Scotland and The Conservation Volunteers. These partners work with a wide range of local groups and volunteers to develop skills and capacity in community organisations. The panels are part of that process of building capacity and community responsibility across our greenspaces in Cumbernauld. Future plans We will continue to monitor the feedback and sustainability of the panels and ensure these are kept fit for purpose within the designated 13 sites across Cumbernauld. Page 266 of 276
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Thematic Categories (tick any that apply to your case study) Children & Young People ☒ LGBTQ ☐ Work with Families ☒ Gender specific initiatives ☐ Parenting initiatives ☐ Addictions and Recovery ☐ Adults aged 50+ ☒ BAME groups ☐ Carers ☐ Community Safety ☒ Disability ☒ Environment ☒ Health & Wellbeing (general) ☒ Mental Health ☒ Community Transport ☐ Community Development ☐ Community Projects & Initiatives ☒ Other ☐ Page 267 of 276
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Campsies Grant Award Prorgramme Case Study Name of Organisation Cumbernauld Action for Care of the Elderly Funding Round Round 1 ☒ Round 2 ☐ Funding Allocated £50,000 Project Completed 28 November 2022 Number of Beneficiaries 3331 beneficiaries in quarter 4 alone across all the various support mechanisms delivered by CACE through the funding allocated. Therefore beneficiary numbers are much higher across all funding periods. Overview of Organisation CACE offers a wide range of services with a focus on learning and development opportunities for older residents. We enhance the wellbeing, and quality of life for older people in Cumbernauld and the surrounding areas. Our vision is to live in a community where older people are valued and supported to enjoy a good quality of life and live independently at home. We provide several services including. A transport service to all non-profit making groups, schools, voluntary groups, Churches, Charities, Youth groups etc. We offer telephone and digital befriending and face to face support where required. The pandemic made us realise we need to offer more digital based services as face-to-face contact was put on hold so we have developed digital based groups to bring people together and learn new skills based around digital. Details of Project The funding provided was a contribution towards employee and programme costs; which enabled us to expand and develop several work programmes which supported communities and service users. This included: - • Delivery of befriending services continues to be busy both for telephony and in person visits/outings. Our young volunteers have been carrying some phone calls and engaging in a pen pal letter writing project. • Delivery of volunteering projects. CACE volunteers have continued to support groups and activities, befriending, fundraising and transport services. • Delivery of various activity groups, including: - Sporting memories, Men’s shed, Sheila shed and Thrive. • Delivery and expansion of community transport services. Page 268 of 276
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Outcomes Over 600 befriending sessions were delivered in quarter 4 alone, and these were a mixture of face-to-face support and telephone calls to local people who were suffering loneliness and anxiety. CACE volunteers have completed volunteer training including Midas for transport, dementia awareness and first aid. Our groups have enjoyed activities including exercise, reminiscence, games, music, outings, and socialisation. We also held seasonal events at groups, for example Halloween parties etc. The ‘Sheila Shed’ now called ‘Women’s workstation’ have been enjoying various crafting projects. Activities have included speakers from local organisations such as Police, Fire, Wee Cycle and musicians. CACE transport team have supported a wide range of organisations to access services and for the benefit of service users across Cumbernauld. Affordable transport provision is a challenge for local organisations against the background of higher costs. Our buses have therefore opened numerous opportunities for these organisations to participate and enjoy outings whilst supporting our organisation in terms of income generation. Newsletters distributed across Cumbernauld and our social media engagement report shows reach of over 10,000 people on a monthly basis. Groups have been given the opportunity to feedback their concerns over the rising cost of living, and we have been looking at funding support and service provision for this crisis. Our members will have the opportunity to consult with us at our AGM before the end of the year, and in the interim period we continue to use evaluation forms, feedback boxes and have open communication via social media or face to face enquiries. Impact and Legacy We have challenges as many organisations do in maintaining volunteers, but they are a vital part of our wider support, and we are committed to supporting them to enable our delivery of services is fit for purpose. We know how important all our service areas are but especially befriending which, although time intensive the health and wellbeing positive outcomes are immeasurable in supporting that person. Page 269 of 276
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Partnerships Partnership working is vital in our everyday role, and we have continued dialogue with North Lanarkshire Council, NHS Lanarkshire and a wide variety of voluntary sector organisations across Cumbernauld. Future plans Although the Campsie’s funding has been expended, we have a sustainability plan in place to allow us to continue the support offered and the demands that older people in general have on our service delivery. Thematic Categories (tick any that apply to your case study) Children & Young People ☐ LGBTQ ☐ Work with Families ☒ Gender specific initiatives ☐ Parenting initiatives ☐ Addictions and Recovery ☐ Adults aged 50+ ☒ BAME groups ☐ Carers ☐ Community Safety ☐ Disability ☒ Environment ☐ Health & Wellbeing (general) ☒ Mental Health ☒ Community Transport ☐ Community Development ☐ Community Projects & Initiatives ☒ Other ☐ Page 270 of 276
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Campsies Grant Award Prorgramme Case Study Name of Organisation Cumbernauld Colts Community Football Club Funding Round Round 1 ☒ Round 2 ☐ Funding Allocated £35,090 Project Completed 23 February 2023 Number of Beneficiaries Over 1000 children and young people have benefitted from the funding in terms of the school’s programmes and the holiday coaching experiences. Due to the sensitive nature of activities, there are no pictures associated with delivery. Overview of Organisation Cumbernauld Colts Community Football Club delivers grassroots male and female pathways to football development. However, this is influenced by the desire to ensure children and young people reach their potential whatever that may be and are supported to be the best they can be. The club have an ethos of support in developing health and wellbeing and in engaging with children and young people at all levels. Details of Project Delivery of Football Programmes (school based/term time) within Kildrum Primary • Carbrain Primary • St Margaret’s of Scotland • Ravenswood PS. Summer Camps, including the provision of nutritious meals to participants. Community van purchase for transporting equipment and resources to venues utilised through Campsie’s funding. Outcomes • 255 session hours delivered within the school-based football development programme. • 120 young people under 12 years engaged in summer football camp. • Community van accessed to support delivery of programmes during funding period. • Activity equipment sourced through funding to ensure children and young people did not have any barriers to participate in opportunities. Page 271 of 276
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Impact and Legacy • Through working with schools and teachers we believe young people have improved their confidence, communication and wellbeing has been met as part of the programme. • Pupils have been enjoying weekly outside classes working in groups, undertaking fun football activity. • Our community coaches have been providing football skill drills for those who wish to develop out with school. Partnerships We worked alongside local primary schools and voluntary organisations across Cumbernauld in the delivery of the project. Future plans Our ethos is about supporting and developing children and young people and we will continue to work towards accessing other funding and self-financing to deliver these opportunities in the future. Thematic Categories (tick any that apply to your case study) Children & Young People ☒ LGBTQ ☐ Work with Families ☒ Gender specific initiatives ☐ Parenting initiatives ☐ Addictions and Recovery ☐ Adults aged 50+ ☐ BAME groups ☐ Carers ☐ Community Safety ☐ Disability ☐ Environment ☐ Health & Wellbeing (general) ☒ Mental Health ☒ Community Transport ☐ Community Development ☐ Community Projects & Initiatives ☒ Other ☐ Page 272 of 276
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Campsies Grant Award Prorgramme Case Study Name of Organisation Cumbernauld Primary School Parents Council Funding Round Round 1 ☐ Round 2 ☒ Funding Allocated £9,886.14 Project Completed 23 February 2023 Number of Beneficiaries 404 children and young people have benefitted from the funding in terms of increased provision and social / learning opportunities. Due to the sensitive nature of the educational environment, there are no associated pictures. Overview of Organisation The role of the Parent Council: (a) Supporting the work of the school. (b) Representing the views of parents. (c) Consulting with parents and reporting back to the Parent Forum on matters of interest. (d) Promoting contact between the school, parents, pupils, providers of nursery education and the wider community. (e) Fundraising. (f) Taking part in the selection of senior promoted staff. (g) Receiving reports from the head teacher and education authority; and (h) Receiving an annual budget for administration, training, and other expenses. Details of Project Purchase of materials, apparatus, and equipment for play boxes to be used during playtime and lunchtime. Targets: Play activities supported by school support staff for all stages of both Cumbernauld PS and St Andrew’s PS Recruitment of older pupils as Play Ambassadors Focus: Improve social skills, mental health, and physical wellbeing Installation of new painted daily mile and fitness track Targets: Encourage and promote usage of the new resource by pupils. Additional targeting, and support to participate for vulnerable pupils. Page 273 of 276
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Outcomes By providing additional play equipment we are encouraging children to develop important foundational skills – sensory, communication, teamwork, counting, literacy etc. In the Covid recovery age, through this funding we have been able to provide additional play opportunities for children who have missed out on a few years of education. We are encouraging children to develop important foundational skills – sensory, communication, teamwork, counting, literacy etc. Impact and Legacy This funding has allowed the provision of play equipment accessible to all children in our school community, ensuring that our school environment continues to be inclusive of all. Partnerships We worked alongside local primary schools and voluntary organisations across Cumbernauld to ensure the equipment we purchased was fit for purpose and in line with the grant funding. Future plans The equipment and resources will have a long-term positive effect for the children and as a parent’s council we will always look to the future and where appropriate fundraise for other items that will support the children’s social and educational impact. Thematic Categories (tick any that apply to your case study) Children & Young People ☒ LGBTQ ☐ Work with Families ☒ Gender specific initiatives ☐ Parenting initiatives ☐ Addictions and Recovery ☐ Adults aged 50+ ☐ BAME groups ☐ Carers ☐ Community Safety ☐ Disability ☐ Environment ☒ Health & Wellbeing (general) ☒ Mental Health ☐ Community Transport ☐ Community Development ☐ Community Projects & Initiatives ☒ Other ☐ Page 274 of 276
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Campsies Grant Award Prorgramme Case Study Name of Organisation New Adventures Funding Round Round 1 ☐ Round 2 ☒ Funding Allocated £9900 Project Completed 31 March 2023 Number of Beneficiaries Over the course of the funding more than 100 people have benefitted from the support provided by Campsie’s. Overview of Organisation New Adventure are an organisation who predominately work and support users who have disabilities and mild to moderate learning difficulties. Details of Project • Delivery of a range of social, educational, and sporting activities for disabled people. • Purchase of used minibus • Increase membership (Baseline – 16 members) Outcomes New Adventures continues to offer weekly sporting opportunities for up to 14 adults with a range of needs. We run regular (3/4 times monthly) outings to cinema, places of interest or other activities, as well as regular weekend breaks, which are enjoyed by a core group of 10 people. We sought the funding to help with the purchase of a minibus; due to the pandemic there was a delay in the availability of second-hand vehicles. We therefore took the opportunity to apply for charitable status, as a way of maximising the amount of money available to buy the vehicle. The vehicle has now been purchased and the impact of having that opportunity through the funding has been very significant. New Adventures is managed directly by participants with special needs, which develops confidence, and skills. Strategic and regulatory supervision is provided by the Trustees, a group of 5 people who ensure that the organisation is run in professional manner, satisfying legal requirements. Page 275 of 276
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We have increased our membership slightly, but the constraints due to availability of facilities limits our development. 4 adults with special needs are currently keen to join the group, and we hope to support their inclusion soon. Impact and Legacy Impact for our users who have several vulnerabilities allows them to socialise and learn new skills in a welcoming and safe environment. This support will continue, and we will as voluntary effort remains move forward in a safe environment for our users. Partnerships We get several referrals for our service and work with partners including North Lanarkshire Council to provide opportunities or to link users into associated organisations. Future plans We will continue to support the users of our service and enhance their opportunities through various means but the funding from Campsie’s has been invaluable in our development as an organisation. Thematic Categories (tick any that apply to your case study) Children & Young People ☐ LGBTQ ☐ Work with Families ☐ Gender specific initiatives ☐ Parenting initiatives ☐ Addictions and Recovery ☐ Adults aged 50+ ☒ BAME groups ☐ Carers ☒ Community Safety ☐ Disability ☒ Environment ☐ Health & Wellbeing (general) ☐ Mental Health ☐ Community Transport ☐ Community Development ☐ Community Projects & Initiatives ☒ Other ☐ Page 276 of 276