Agenda Document Pack - Communities Committee - 05/02/2024
North Lanarkshire Council · 5 February 2024
Back to Communities Committee — 5 February 2024 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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23 January 2024 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, 05 February 2024 at 10:00 AM which you are requested to attend. The agenda of business is attached. Archie Aitken Chief Officer (Legal & Democratic) 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, K Harmon, M Hughes, J Jones, A Khan, M McBride, B McCluskey, B McCulloch, J McLaren, L Mitchell, L Nolan, D Robb, N Shevlin, A Smith, J Toner, C Williams, G Woods. Page 1 of 240
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Agenda 1 Declarations of Interest In Terms of the Ethical Standards In Public Life Etc. (Scotland) Act 2000 Operational 2 North Lanarkshire Community Planning Partnership Annual Oversight and Outcomes Report 2022-23 Submit report by the Chief Officer (Business and Digital) presenting, and seeking approval of, the Annual Oversight and Outcome Report 2022 – 23 which highlights where community planning in North Lanarkshire is making a positive impact in strengthening partnership working and improving outcomes in line with The Plan for North Lanarkshire’s shared ambitions. 7 - 36 3 Connectivity - Commsworld - Additional Value and Community Benefits Submit report by the Chief Officer (Business and Digital) providing an update on the delivery of the Added Value and the Community Benefits experienced so far through the contract awarded to Commsworld for connectivity services in February 2022. 37 - 52 4 Driving Digitally Locally Submit report by the Chief Officer (Business and Digital) providing an update on progress up until December 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, as well as highlighting new online services launched as part of the Council’s digital journey and next steps to be progressed early in 2024. 53 - 62 5 Voluntary Action North Lanarkshire (VANL) Service Level Agreement 2023-24 Submit report by the Chief Officer (Strategic Communication and Engagement) seeking approval for a three year Service Level Agreement, with associated funding, for Voluntary Action North Lanarkshire (VANL) for the period March 2024 to March 2027. 63 - 84 Page 3 of 240
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6 Recover NL (Environmental & Resilience Fund) Update Report Submit report by the Chief Officer (Strategic Communication and Engagement) providing a progress update on the Recover NL (Environmental and Resilience Fund) which was approved by the Environment and Transportation Committee in May 2021. 85 - 130 Performance 7 LOIP Performance Report 1 April 2023-30 September 2023 Submit report by the Chief Officer (Strategic Communication and Engagement) providing a snapshot of progress linked to key priorities for each of the nine Local Outcome Improvement Plans for the period 1 April to 30 September 2023, and also providing an overview of progress with implementation of the Management and Monitoring Framework and work to develop the role of the Local Partnership Teams. 131 - 162 Community Boards 8 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 13th cycle of Community Boards meetings which took place throughout November/December 2023. 163 - 176 9 Community Board Local Development Programme Submit report by the Chief Officer (Strategic Communication and Engagement) providing an update on progress with the Community Board Local Development Programme projects previously approved by Committee, and, seeking in principle approval for new potential projects as proposed by local community groups. 177 - 206 Contracts 10 Contract Award for Corporate Booking System Submit report by the Active and Creative Communities Manager seeking approval for the award of a contract for a Corporate Booking System. 207 - 216 Page 4 of 240
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11 Contract Award for Gym and Studio Equipment Framework Agreement Submit report by the Depute Chief Executive informing the Committee of the award by him, in accordance with condition 21.3.2 of the Council's General Contract Standing Orders, of a framework agreement for Gym and Studio Equipment. 217 - 230 12 Contract Award Report - Cardio and Fixed Strength Framework Agreement Submit report by the Depute Chief Executive informing the Committee of the award by him, in accordance with condition 21.3.2 of the Council's General Contract Standing Orders, of a framework agreement for Cardio and Fixed Strength equipment. 231 - 240 Page 5 of 240
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref KH/JL Date 05/02/24 North Lanarkshire Community Planning Partnership: Annual Oversight and Outcomes Report 2022/23 From Katrina Hassell, Chief Officer (Business and Digital) E-mail hassellk@northlan.gov.uk Telephone 07903 096121 Executive Summary The Community Empowerment (Scotland) Act 2015 aims to strengthen community engagement and empowerment through a range of statutory duties on public bodies and other organisations. Duties range from increasing levels of community participation in the planning and delivery of public services through to community management or ownership of buildings or land. The Act requires all public sector bodies to work together and to engage with local communities on the issues that matter the most to them with the shared aim of improve outcomes in these priorities. There is a particular emphasis on addressing inequalities, poverty and socio-economic disadvantage in local areas. Community planning partners must also report publicly on their progress including where outcomes have been improved through joint planning, collaboration and effective partnership working - operationally and strategically. This Annual Oversight and Outcome Report 2022 – 23 highlights where community planning in North Lanarkshire is making a positive impact in strengthening partnership working and improving outcomes in line with The Plan for North Lanarkshire’s shared ambitions and Committee is requested to approve the report attached as Appendix 1. Recommendations It is recommended that the Communities Committee: (1) Approves the North Lanarkshire Partnership Strategic Leadership Board’s annual oversight and outcomes report 2021/22 attached as Appendix 1. The Plan for North Lanarkshire Priority Enhance participation, capacity, and empowerment across our communities Ambition statement (20) Improve the involvement of communities in the decisions, and development of services and supports, that affect them (24) Review and design services around people, communities and shared resources Programme of Work All Programmes of Work Item 2 Page 7 of 240
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1. Background 1.1. The Community Empowerment (Scotland) Act 2015 placed a number of new statutory duties on community planning partners that were designed to improve outcomes and tackle inequalities in local areas. The Act extended the statutory community planning duty to include a wider sphere of public services – requiring these bodies to work together in planning, resourcing and delivering services with a clear priority focus on tackling inequalities and improving opportunities for communities that experience the poorest outcomes. In so doing, partners must also directly involve community organisations, especially those which address socio- economic disadvantage. 1.2. Under the Act’s statutory duties Community Planning Partnerships must: • Prepare and publish a local outcomes plan for their local area which sets out the local outcomes which the Partnership will prioritise for improvement; and, • Review and report progress annually in the delivery of this plan. 1.3. Community Planning Partnerships must also identify the local communities that experience significantly poorer outcomes when compared both to other parts of the local authority area and elsewhere in Scotland and publish individual improvement plans setting out the issues that partners will prioritise in order to improve outcomes for people living in these localities. 1.4. This report demonstrates and provides assurance that North Lanarkshire Community Planning Partnership is meeting these statutory obligations. The Annual Oversight and Outcomes Report 2022/2023, attached as Appendix 1, illustrates where community planning partners are collaborating and working closely with the community and voluntary sector and local people in the planning, delivery and resourcing of public services with shared aims to improve outcomes and reduce inequalities. 2. Report Local Outcome Plan – The Plan for North Lanarkshire 2.1. Strategic oversight and direction for community planning in North Lanarkshire is provided by the North Lanarkshire Strategic Leadership Board. This comprises membership by the chief officers and leaders from the key public sector partner agencies, along with representation from the community and voluntary sector, as illustrated below. Page 8 of 240
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2.2. Partnership activity and statutory joint working is also undertaken at a thematic level through for example the Children’s Services Partnership, the Community Justice Partnership and the Tackling Poverty Officers’ Action Group. This work is subject to separate reporting via relevant council committees and NHS Lanarkshire and the Scottish Government where applicable. 2.3. In March 2019 the Strategic Leadership Board endorsed and adopted The Plan for North Lanarkshire as the Partnership’s own long term strategic vision. The Plan provides a single, shared focus and galvanises commitment across all partners to improve outcomes and address deep-rooted inequalities in North Lanarkshire. 2.4. The Plan for North Lanarkshire’s ambitions for inclusive economic growth and prosperity for all, along with more focused ambitions in relation to children and young people, health and wellbeing, community empowerment and increasing resources across North Lanarkshire resonated with all partners and fulfils our statutory community planning duty described above in relation to agreeing a local outcome improvement plan for the area. 2.5. The long-term vision set out in The Plan for North Lanarkshire clearly defines the priorities that North Lanarkshire partners are working towards while the associated Programme of Work translates these priorities into day-to-day actions and provides a focus for joint planning; resource deployment and allocation; operational delivery and team remits across all partners, including the community and voluntary sector, in the short to medium term. Community Boards and Local Outcome Improvement Plans 2.6. The creation of North Lanarkshire’s nine Community Boards in the summer of 2020, replacing previous local area partnership working arrangements to better reflect local communities’ identities and definitions of ‘place’ more accurately and sensitively, ensures that Community Planning Partners are fulfilling our statutory duties to “divide the area of the local authority into smaller areas”1. 2.7. Subsequent publication of the individual Local Outcome Improvement Plans for each Community Board area in November 2021 further ensures that North Lanarkshire community planning partners are meeting our statutory duties2 to engage and work with local communities in identifying and prioritising the local outcomes that matter most to them whilst also providing the shared roadmap for partnership activity and community led action over the 5 year period to 2026. Statutory Reporting 2.8. An integrated programme of reporting activity ensures North Lanarkshire Community Planning Partnership is fulfilling its statutory reporting obligations3 which comprises the following: 1 Section 9 (1) of the Community Empowerment Scotland Act 2015 requires community planning partnerships to sub- divide their local authority area into smaller areas. 2 Having defined the smaller geographical areas described above, community planning partnerships must consult on and publish a locality plan designed to prioritise and tackle socio-economic disadvantage and poorer outcomes experienced by people living in each of these areas (Section 10 (1)) 3 Section 8 (1) of the Community Empowerment Scotland Act 2015 requires community planning partnerships to prepare and publish a local outcomes improvement plan progress report for each reporting year and under Section 12, community planning partnerships must also prepare and publish for each reporting year a locality plan progress report Page 9 of 240
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2.8.1. Consideration of this annual outcomes report by North Lanarkshire Partnership (NLP) Strategic Leadership Board and North Lanarkshire Council’s Communities Committee with publication via the council's website. 2.8.2. Submission and consideration of a composite performance report to the NLP Strategic Leadership Board and this Committee every six months on partnership activity and progress in taking forward the identified priorities and associated actions across the nine Local Outcome Improvement Plans. 2.8.3. Preparation and publication of annual progress reports on delivery of the individual Local Outcome Improvement Plan actions in each area and consideration of these by the relevant Community Board. 2.8.4. Annual reporting by statutory partnerships and other partnership working groups on thematic plans including for example the Children’s Services Plan and the Tackling Poverty Action Plan. 2.9. Reporting is further strengthened through associated annual updates to North Lanarkshire Council’s Policy and Strategy Committee on The Plan for North Lanarkshire’s Programme of Work since inception in 2019. These reports have provided a review of progress across all strands of the Programme of Work over the previous year and detail planned actions and reporting schedules for the upcoming year. The report considered by the Policy and Strategy Committee on 16 March 2023 (Link) summarised significant highlights achieved over the previous four iterations of the Programme of Work and introduced proposals to reframe the Programme of Work, building on achievements to date and setting strategic direction for the period 2023 and beyond. North Lanarkshire Partnership Annual Oversight and Outcomes Report 2022/2023 2.10. Key highlights delivered by community planning partners and described more fully in the Community Planning Oversight and Outcomes Report attached as Appendix 1, include: • Creation of Local Partnership Teams providing co-ordination and management of community planning at a Community Board level and support for Boards in taking forward their Local Outcome Improvement Plan priorities; • Development and implementation of the Community Planning Partnership’s Framework for Demonstrating Improved Outcomes for Communities; • Extensive and integrated responses and support from partners, including the community and voluntary sector, to families, households and communities throughout the ongoing cost of living crisis; and, • The Promise conference and shared commitment across all partners to work collectively and differently in supporting care experienced children, young people and their families. 2.11. Ongoing and future activity includes continuing to strengthen partnership approaches to communications and taking forward the individual improvement actions developed in response to the Community Planning Partnership’s self- assessment completed in early 2023. Page 10 of 240
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3. Measures of success 3.1. Continued compliance by the council and community planning partners with the statutory duties, responsibilities and reporting requirements enacted through the Local Government (Scotland) Act 2003 and the more recent, and wider reaching, Community Empowerment (Scotland) Act 2015. 3.2. Effective joint planning, collaboration and partnership working by the council, partner agencies, voluntary and community organisations and local communities themselves resulting in improved outcomes and increased prosperity and growth for all in line with the shared ambitions in The Plan for North Lanarkshire. 3.3. Continued development of community planning at a local level through the work of the Community Boards and Local Partnership Teams with increased engagement, participation, capacity and resilience within North Lanarkshire’s communities. 3.4. Enhanced and strengthened strategic direction and clarity of purpose for NLP’s Strategic Leadership Board, Community Boards and Local Partnership Teams through delivery of the individual improvement action plans developed in response to the findings of the self-assessment completed in early 2023. 4. Supporting documentation 4.1. Appendix 1 NLP Strategic Leadership Board – Annual Oversight and Outcomes Report 2022/23 Katrina Hassell Chief Officer (Business and Digital) Page 11 of 240
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ Page 12 of 240
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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? NLP Strategic Leadership Board previously identified action to address climate change as one of its strategic priorities and as such the Board approved its ACT Now Plan 2021 to 2025 in April 2021 and partners have continued to support activity to heighten awareness and support community led climate change and greening initiatives. 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? NLP Strategic Leadership Board, in collaboration with the council’s Chief Officer Strategic Communication and Engagement, is developing a partnership approach to co-ordinate and publish communications and content from all partners via the MyTown pages hosted on North Lanarkshire Council’s website 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? There is a risk that the council and our partners do not comply with our statutory duties, responsibilities and reporting requirements enacted through the Local Government (Scotland) Act 2003 and the Community Empowerment (Scotland) Act 2015. There are further risks associated with community planning in North Lanarkshire failing to achieve its clear and stated aims of improving outcomes for local communities and reducing socio-economic disadvantage, poverty and inequalities particularly in our most disadvantaged communities. These risks are managed through Service Risk Registers and individual project risk registers where appropriate. Page 13 of 240
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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 14 of 240
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NORTH LANARKSHIRE PARTNERSHIP STRATEGIC LEADERSHIP BOARD COMMUNITY PLANNING OVERSIGHT AND OUTCOMES REPORT 2022/2023 1. BACKGROUND 1.1. The Community Empowerment (Scotland) Act 2015 created a number of different powers designed to increase community participation and empowerment and strengthen how public bodies work together, including with the community and voluntary sector, to plan and deliver services that will improve long term outcomes and tackle inequalities. 1.2. Included within the Act are statutory duties on community planning partners to work together and focus their collective efforts on adding most value within local communities by: • Improving outcomes; • Increasing opportunities and building community capacity and resilience; and, • Tackling inequalities, poverty and wider socio-economic disadvantage. 1.3. Working together, partners must: 1.4. In March 2019 North Lanarkshire Community Planning Partnership endorsed and adopted ‘The Plan for North Lanarkshire’ as the Partnership’s shared long term strategic vision for the area, thereby fulfilling the requirement to prepare and publish a partnership local outcomes improvement plan. ‘The Plan’ provides a single, shared focus and galvanises commitment across all partners to improve outcomes and address deep-rooted inequalities in North Lanarkshire. • Prepare and publish a local outcomes improvement plan setting out the local outcomes which the Community Planning Partnership will prioritise for improvement. • Produce ‘locality plans’ for areas experiencing particular disadvantage – Local Outcome Improvement Plans (LOIPs). • Identify and agree priorities for communities experiencing the poorest outcomes and actively tackle these inequalities. • Directly involve community bodies, especially those which address socio- economic disadvantage, in community planning. • Review and report progress. Appendix 1 Page 15 of 240
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1.5. The creation of North Lanarkshire’s nine Community Boards in the summer of 2020, replacing previous local area partnership working arrangements to better reflect local communities’ identities and definitions of ‘place’, ensures that community planning partners are fulfilling our statutory duties to “divide the area of the local authority into smaller areas”. 1.6. Subsequent publication of the Local Outcome Improvement Plans for each Community Board area in November 2021 further ensures that North Lanarkshire community planning partners are meeting our statutory duties to engage and work with local communities in identifying and prioritising the local outcomes that matter most to them, whilst also providing the shared roadmap for partnership activity and community led action to 2026. 1.7. Reporting on all of the above, including an annual review of progress and assessment of the extent to which the Community Planning Partnership is making an impact in improving outcomes through effective planning, resource alignment and service delivery is achieved through a number of channels including: • Consideration of this annual outcomes report by North Lanarkshire Partnership (NLP) Strategic Leadership Board and North Lanarkshire Council’s Communities Committee with publication via the council's website. • Submission and consideration of a composite performance report to the NLP Strategic Leadership Board every six months on partnership activity and progress in taking forward the identified priorities and associated actions across the nine Local Outcome Improvement Plans. • Preparation and publication of annual reports describing delivery of the Local Outcome Improvement Plan actions in each area and consideration of these by the relevant Community Board and North Lanarkshire Council’s Communities Committee with publication via the council's website. • Annual reporting by statutory partnerships and other partnership working groups on thematic plans including for example the Children’s Services Plan and the Tackling Poverty Action Plan. 1.8. Reporting is further strengthened through annual updates to North Lanarkshire Council’s Policy and Strategy Committee on The Plan for North Lanarkshire’s Programme of Work. These reports review progress across all strands of the Programme of Work over the previous year and provide detailed planned actions and reporting schedules for the upcoming year. The report considered by the Policy and Strategy Committee on 16 March 2023 (click on link) summarised significant highlights achieved over the previous four iterations of the Programme of Work and introduced proposals to reframe the Programme of Work, building on achievements to date and setting strategic direction for the period 2023 onwards. Section 15 of this report describes partner involvement in this. 2. SUMMARY 2.1. NLP’s Strategic Leadership Board priorities in 2022/23 comprised: • The impact of the cost of living crisis on families, households and communities; • Re-engaging with communities to focus on improving outcomes; • Re-instigating projects and work objectives that had been deferred as part of the emergency response during the pandemic; • Mainstreaming the Strategic Leadership Board’s community empowerment, mental health stigma and climate action priorities to become ‘business as usual’; and, • Continuing work introduced in 2021/22 to strengthen oversight and governance arrangements within the Strategic Leadership Board whilst also following up on the community palnning self-evaluation introduced in late 2021/22. 2.2. The next sections of this report provide further information on all of the above and conclude with future actions. Page 16 of 240
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3. INTRODUCTION 3.1. Although the number of positive cases of Covid was beginning to show a downward trend in April last year, the beginning of this 2022–2023 reporting period, NHS Lanarkshire continued to show the highest number of positive cases per 100,000 population across Scotland. Against this backdrop, however, North Lanarkshire community planning partners cautiously began lifting restrictions through the introduction of hybrid working arrangements and meetings gradually returning to in-person towards the latter half of the year. By identifying and managing the ongoing pandemic risks, partners were able to prioritise recovery approaches and support the communities and people who had been hardest hit by the pandemic, whilst at the same time and with equal urgency, responding to mitigate the impact of the cost of living crisis on North Lanarkshire’s communities. 3.2. With families and households facing increasing fuel, energy and food costs, NLP’s Strategic Leadership Board focussed on working with communities at pace and scale to tackle poverty and financial hardship, support mental health and isolation and continue to build on the increased community resilience and capacity that had so ably risen to meet the pandemic’s challenges. 3.3. The Strategic Leadership Board’s Programme of Work in 2022-2023 naturally fell into two discrete, but integrated, programmes: • Navigating communities through Covid recovery and the cost of living crisis by focussing on effective partnership working and engagement at a local level and focusing on the priorities that mattered most to local people; and, • Continuing to develop enhanced governance, oversight and reporting arrangements within the Strategic Leadership Board to demonstrate where partnership working is making a difference and improving outcomes. 3.4. This report reflects North Lanarkshire Partnership’s twin-tracked approach with Part One describing community and local partnership working and Part Two focusing on activity by the Strategic Leadership Board to secure and strengthen its responsibilities and remit to provide effective and targeted strategic direction and leadership. 4. COST OF LIVING CRISIS 4.1. The principles of ‘cash first’ and increasing income within households, through employment and/or social security benefits, sit at the heart of North Lanarkshire’s Tackling Poverty Strategy, “Towards a Fairer North Lanarkshire.” The Strategy was endorsed by the NLP Strategic Leadership Board in 2020 and has been kept under close review since then through regular updates and annual performance reporting. This was very much in evidence during 2022/2023 as the cost of living crisis and rising inflation impacted all sectors, creating further pressures and hardship on households and communities that were still recovering from the pandemic. 4.2. North Lanarkshire Council through its own resources and £5.149m from the Scottish Government’s Local Authority Covid Economic Recovery Fund, put a range of measures in place to assist families and individuals. Partners provided additional resources or complementary support to increase capacity or maximise the impact of the investment. PART ONE – IMPROVING OUTCOMES AND ENGAGING WITH OUR COMMUNITIES Page 17 of 240
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4.3. Direct support from North Lanarkshire Council for individual families included: • A one-off payment of £150, through the Fuel Hardship Fund, to people who were working, on a low income and were not in receipt of income-based benefits. Although these households were due to receive the UK Government’s £400 payment, they were still impacted by soaring energy costs and their limited income meant that they were at risk of falling through the gap. Initial take up of this payment was lower than anticipated and the scheme was therefore extended to March 2023 with increased communications. In total, £386,000 was paid out through 4,736 applications. • The NLC Child Payment, which was a £125 one-off payment per child in receipt of free school meals (excluding children who were eligible under the universal P1 – P5 provision) and/or school clothing grant. Parents/carers did not need to apply for these payments since North Lanarkshire Council was able to identify eligible children and make the payments automatically during November 2022. Payments were made to 7,709 families, covering 12,450 children with a total spend of £1.56m. • The Pensioner Fuel Grant provided £100 per household for pensioners in receipt of Pension Credit (either Guarantee or Savings). Financial Solutions within North Lanarkshire Council identified 8,700 households who would be eligible and £869,000 was paid out. In many cases the council was able to pay the money directly into the pensioners’ bank accounts, without the need for them to apply, because details and permission for other benefits were already held. 4.4. The council also supported a network of Community Drop In Points between November 2022 and March 2023. With a funding budget of £450,000, existing community organisations across the nine Community Board areas were able to apply for funding to help them open their premises more frequently, or for a longer period, or to begin to provide hot drinks and food. 4.5. Delivering the service in this way reduced any stigma and the existing organisations knew the levels of need in their local areas including individuals who were most vulnerable. A total of 70 groups provided the Community Drop In service and an interactive map on the council’s website listed the facilities, opening times and services available. The organisations in receipt of funding completed a fortnightly return showing the numbers of people using the services and their reasons for visiting, with provision of hot food and drink being the main response, followed jointly by the opportunity to talk to people and warmth being the second equal services that people valued most highly. 4.6. Staff and volunteers working in the Community Drop In points benefitted from ‘Money Worries’ training delivered by the Tackling Poverty Team to support the ‘cash first’ and income maximisation approaches described above. This increased the skills and knowledge amongst staff members and provided them with the confidence to raise and deal with enquiries and conversations with members of the public about potential financial hardship and associated concerns. 4.7. The Community Drop In points were primarily used by older people, those with a disability and people living with a long-term health condition. In the latter months, however, families and increasing numbers of homeless people started to use the facilities and the take up of services extended to include accessing information and advice services, free period products and wifi. 4.8. The online interactive map of all council and Community Drop In spaces had more than 35,600 views during the period October 2022 to the end of January 2023. Page 18 of 240
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Community Interventions and Support 4.9. Poverty, inequalities, food and financial insecurity are confirmed priority themes in all nine Local Outcome Improvement Plans and it was vital that Cost of Living support was tailored to meet the individual needs of local communities. Across the network of nine Community Board areas Local Partnership Teams worked jointly with the community and voluntary sector, local businesses, faith based groups and others to plan and deliver a wide range of services, training opportunities, initiatives and events that supported localised delivery of the Tackling Poverty Strategy and helped to mitigate the impact of the cost of living pressures. Examples included: • Participation in ‘Energy Best Deal’ and ‘Home Energy Referral Pathway’ training equipped staff and volunteers with the knowledge and skills to provide advice and one- to-one support for vulnerable people at risk of fuel poverty or to make direct referrals to Home Energy Scotland. • Through a partnership initiative with The Fuel Bank, 970+ energy vouchers totalling £44,814 were provided to households in Motherwell who had a pre-payment meter and were struggling with energy costs. • ‘Cost of Living’ events, information roadshows and community breakfasts were organised throughout North Lanarkshire to provide information and advice directly to people who were experiencing financial difficulties, or to raise awareness and signpost people to existing local services. The events were often organised in conjunction with existing community meetings and activities to minimise any potential fears of stigma, embarrassment or reluctance to seek help. • Co-ordinated activity and appeals to support families and individuals at Christmas including donation and distribution of toy parcels and food hampers. 4.10. Communication, engagement and ensuring that people had access to information, advice and practical sources of help at all times was critical. Further examples of Cost Of Living supports are illustrated and described below. Creation of a new one-stop Cost of Living web page on the council’s web site providing information and practical help on entitlement and how to: claim benefits; save money on energy costs; apply for clothing and free school meal grants; and, crisis support for people who may have been unable to pay bills or were experiencing financial hardship. Leaflets, booklets and posters, reflecting the webpage content, and providing useful telephone numbers for benefits, housing, health, voluntary sector and personal and home safety advice were circulated widely to ensure that people who did not have online access were able to source advice and support. An online budget calculator helped households identify outgoings and where savings could be made, along with a Benefits Calculator and links to other agencies offering support such as Citizens Advice Scotland and Money Advice Scotland. Page 19 of 240
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Employability support and advice including tailored support and training available through Routes to Work. Cost of Living Telephone Helpline stood-up by North Lanarkshire Council with further funding of £600,000 over 2022/23 and 2023/24 approved by the North Lanarkshire Health and Social Care Partnership’s Integration Joint Board to increase capacity within the council’s Tackling Poverty Team through the recruitment of additional debt advisors, income maximisers, clerical support and a welfare rights advisor, as well as expanding the helpline service. NHS Lanarkshire delivered NHS Education Scotland’s ‘Ask Tell’ interactive workshop for 55 staff working on the Cost of Living Helpline. The training provided participants with the skills and confidence to: positively impact their own and others mental health; contribute to supporting people experiencing poor mental health; and to prevent suicide. With 67% of Helpline staff confirming that they dealt with distressed callers on a daily basis, the training increased staff confidence in dealing with mental health issues; providing compassionate responses; and signposting people to appropriate supports and services. Club 365, operating from local community centres and primary schools, provided primary pupils, who were entitled to free school meals, with activities and a hot meal at weekends and during the December/January school holidays. Parents/carers received cash vouchers to cover the statutory public holidays over this period. Signposting via the Cost of Living webpage and leaflets directed people to: • Crisis Grants and Community Care Grants available via the Scottish Welfare Fund; • The UK Government’s £650 Cost of Living payment and £150 Disability Cost of Living payment; • The Scottish Government’s Scottish Child Payment of £25 per child per week for families in receipt of certain benefits; and, • The Pensioner Cost of Living payment of £300 paid with the normal Winter Fuel payment. Through Work Local, North Lanarkshire Council’s hybrid working staff could choose to work in a space closest to their home to reduce their commuting fuel costs or to avoid additional heating costs within their home. Frontline staff had access to additional warm places for their break with welfare facilities provided including free hot drinks. 4.11. Within the first four weeks of going live, the Cost of Living webpage accounted for 17% of all visits to North Lanarkshire Council’s website. Between October 2022 and 31 January 2023 the Cost of Living web pages (including the Cost of Living main page, and the pages linked to it) were visited by people 855,419 times. Within this, there were 169,772 unique page views, which means the individual number of sessions comprising: • visits to the page by different people; • visits to the page by people from a different device; or, • visits to the page by the same people, but on a different day. 4.12. Between October and January visits to the Cost of Living pages amounted to 14% of all pages viewed on the council website. The most visited pages were the Fuel Hardship Page 20 of 240
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Payment pages (both the application form and the information page); Scottish Welfare Fund; crisis support; community drop-in spaces; and living with higher energy costs. 4.13. Driving people to the Scottish Welfare Fund page was a key objective and this page had 42,315 visitors during the period of which 20,706 were unique page views. 5. COMMUNITY BOARDS AND LOCAL OUTCOME IMPROVEMENT PLANS 5.1. Significant progress was made during 2022/2023 in co-ordinating and strengthening partnership working arrangements at a local level to support Community Boards and deliver on the priorities identified in each area’s Local Outcome Improvement Plan. Local Partnership Teams 5.2. In April, partnership staff were surveyed to gain insight and feedback aimed at shaping and refining the shared approach to local delivery. The findings from this informed the ongoing development, membership and terms of reference of the Local Partnership Teams which were formally launched in June 2022. 5.3. Meeting every six weeks, the Local Partnership Teams have oversight and delivery responsibility for local community planning including activity in support of the Local Outcome Improvement Plan priorities and the ongoing development of the Community Boards. Teams provide a local focus for service planning and delivery alongside engagement and joint work with the community and voluntary sector and local residents. 5.4. A bespoke Management and Monitoring Framework provides the mechanism for Local Partnership Team members to highlight and report where community planning in North Lanarkshire is making a difference, improving outcomes and helping to empower and increase community resilience and capacity. The Framework assists Team members in joint planning and facilitates a structured approach to tracking and reporting progress through the identification of clear milestones and outputs. It informs reporting to a range of audiences including the Community Boards, the NLP Strategic Leadership Board, North Lanarkshire Council’s Communities Committee and individual partners’ own leadership and senior management teams. 5.5. Individual Microsoft Teams sites have been created for each Local Partnership Team, providing partners with realtime access to update the Management and Monitoring Framework between meetings, share information and plan collectively at a local level. The Teams sites are also used for communication between partners. Page 21 of 240
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Community Boards 5.6. Community Boards continued to meet remotely during 2022/23, however towards the end of the year, work began on exploring the options of moving to a hybrid model or alternating between in-person and remote meetings. Some representatives had a strong preference for in-person meetings, whilst others, including those with caring responsibilities and where transport or accessibility issues are a significant factor, found being able to participate online to be more beneficial and favourable. During early 2023, the hybrid model was piloted in Motherwell and all Community Boards met in person during their early summer cycle (May and June). Since then Community Boards have largely met in person with some opting to return to online meetings for the autumn and winter cycles. 5.7. The Boards continue to encourage involvement by organisations and individuals who may be less well represented or have limited previous experience of engaging in community-led activity and decision making. Area-wide special interest groups are also encouraged to participate, recognising that not all voluntary activity is place-based. 5.8. The Community Board agendas are now organised around Local Outcome Improvement Plan priorities and updates from communities and partner agencies are linked to these where possible to ensure clear focus and progress towards achieving key actions to address the priorities that were identified by local communities. Local Outcome Improvement Plans – Monitoring and Reporting 5.9. Local Outcome Plans outline key priorities for each Community Board area. These Plans describe how partners will support and empower local communities, enabling them to influence and shape locally identified actions to achieve improved outcomes in their area. 5.10. Progress in addressing Local Outcome Improvement Plan priorities is reported to the Strategic Leadership Board in June and December. The report comprises a general overview and an assessment of the overall effectiveness of the local partnership management arrangements. A summary of progress in each of the nine Community Board areas is included, highlighting examples successful collaboration; increased community empowerment and resilience; and improved outcomes or material benefits for the local community. Importantly, the reports identify where progress may not be at the required or anticipated level and escalation and intervention by the Strategic Leadership Board may be required to address capacity or resource issues, identified risks and to provide strategic direction in managing or resolving these. 5.11. Similar six monthly reports are submitted to North Lanarkshire Council’s Communities Committee in February and August. The Community Boards consider more detailed reports on individual priorities at key stages in the project or workstream’s development as well as an annual report describing progress in each of their Local Outcome Improvement Plan priority themes. 5.12. Community Boards are not a single entity and the towns, villages, neighbourhoods and communities of interest that they represent are all very different. While priority themes may have considerable similarity and overlap, Local Outcome Improvement Plans recognise that the manifestation and impact of these priorities, along with the associated local solutions may be slightly different in each area. Similarly, the Strategic Leadership Board acknowledges that progress and delivery elements will happen at different times and in different ways across the individual communities. Community Board Strategic Engagement Programme 5.13. April 2022 saw the introduction of the Community Board Strategic Engagement Programme providing an opportunity for partners to engage with Community Board members and Page 22 of 240
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community and voluntary organisations on strategic developments including new policies, budgetary consultation and other ‘big ticket’ items. These meetings are hosted online allowing reach and involvement across North Lanarkshire by a wide representation of participants. The format typically involves a presentation and input by the partner hosting the event, followed by discussion, breakout groups, question and answers. Strengthening the Community and Voluntary Sector 5.14. The active involvement of the community and voluntary sector as community planning partners in North Lanarkshire is dependent on: 1) individual organisations having the resources and capacity to play an equal part; and 2) due recognition by all other partners of their potential contribution and a commitment to engage and work collaboratively with the sector. Key milestones during 2022/2023 to reinforce this included: • Consideration and approval in February of the Volunteering Strategy 2023 to 2026; and, • Continued work on the development of a community concordat, to be endorsed by all partners, that clearly articulates the core values and guiding principles that public sector bodies, the community and voluntary sector and residents will adopt and adhere to when working together for a better North Lanarkshire. 5.15. Funded by North Lanarkshire Council and championed by all community planning partners, work on the community concordat commenced in April 2022 and continued throughout the summer through a programme of survey work, staff training, focus groups and locality based “community conversations”. Using an ‘Appreciative Inquiry’ approach, which focuses on recognising and building on existing strengths, resilience and making a positive change, partners, community and voluntary representatives and local staff developed the underlying principles, ambitions and values that will become the bedrock of future community engagement, consultation and collaboration. In December the Strategic Leadership Board agreed to rename the concordat as the ‘CommUnity Agreement’ to reflect the collective vision and singularity of purpose shared by partners. 6. STRATEGIC PRIORITIES 6.1. In 2020/21 the Strategic Leadership Board identified community empowerment; action on climate change; and reducing mental health stigma and discrimination as the strategic Page 23 of 240
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priorities where partners could support a place based approach and add value through collaboration and co-production. The development of town and community hubs was seen as a key driver underpinning and supporting each strategic priority. 6.2. In early 2022/23 progress in developing the Community Boards and Local Outcome Improvement Plans’ management and reporting arrangements was at a sufficiently advanced stage and as such, the Strategic Leadership Board agreed that the Community Empowerment priority could be mainstreamed as ‘business as usual.’ Quarterly tracking reports continued to be considered during the year for Action on Climate Change, led by Voluntary Action North Lanarkshire (VANL) and Mental Health, led by NHS Lanarkshire, with annual reporting on the development of Town and Community Hubs. Action on Climate Together (ACT Now Plan 2021 to 2025) 6.3. As well as harnessing partners’ actions and commitments to support sustainability and reduce carbon emissions in line with national or organisational net zero ambitions, North Lanarkshire Partnership’s ACT Now Plan seeks to work with local communities and businesses to transition to low-carbon living and support an inclusive and green recovery from the pandemic and more recent cost of living crisis. ACT Now activity is managed by the Climate Change Co-ordinating Group whose membership comprises representation by all partners including New College Lanarkshire. Operational support and development are provided by the Green Wellbeing Officer post funded in 2022/23 and 2023/24 by NHS Lanarkshire. 6.4. At a strategic level, the ACT Now Plan Annual Report 2022 – 2023 summarises highlights within individual partner agencies in meeting their own climate change targets. VANL’s role in awareness raising and supporting community-led action is also described and key developments in 2022/2023 included the following. • Development of a web-based interactive map that allows people to search for community climate change and environmental improvement activities across North Lanarkshire. • Creation of the Community Climate Awareness and Action Project (subsequently rebranded as the ‘Green Wellbeing Project’) supported through £30,000 secured from the Scottish Government. • Support for Holytown Community Climate Town initiative, led by Design and Architecture Scotland with funding from the Scottish Government. • Survey of community and voluntary organisations on their capacity and confidence in reducing their own carbon emissions with the findings used to inform future actions and supports. • Commissioning and delivery of accredited Climate Emergency training for 22 people to enable them to deliver climate awareness sessions in local communities. • Joint work with Voluntary Action South Lanarkshire and the Scottish Community Climate Action Network to develop a proposed Lanarkshire Climate Hub. • Preparation of six themed ‘Community Green Wellbeing Guides’ providing information and start-up advice on food growing; conservation; community owned renewable energy; green home energy; active travel and community transport; and, community sharing and upcycling. Page 24 of 240
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6.5. The availability of revenue funding to support the ACT Now Plan presents forward planning challenges and significant effort is deployed in identifying potential funding streams and submitting bids, with mixed outcomes in terms of successful awards. Initial funding for the Green Wellbeing Officer post was provided by North Lanarkshire Council in 2021/22 and NHS Lanarkshire has continued to provide this in 2022/23 and 2023/24 along with an additional £10,000 for the Green Wellbeing Project. Further funding was also awarded by the Scottish Community Climate Action Network to increase climate change capacity within the community and voluntary sector. Mental Health and Wellbeing 6.6. In identifying action to reduce mental health stigma and discrimination as a strategic priority, Strategic Leadership Board members were acutely aware of the potential opportunities through their own roles and across their senior management teams in identifying signs of mental health issues, providing appropriate support and challenging any real or perceived stigma linked to mental health. Through the mental health strategic priority 76 managers from all partner agencies have participated in workshops delivered by Stigma Free Lanarkshire. 6.7. The Champions Programme has recruited and provided training for 12 Mental Health and Stigma Free Champions who are now equipped to drive change within their workplaces by creating opportunities for discussion about mental health, raising awareness, education and challenging attitudes or language where this stigmatises people who have mental health illness, low mood or wellbeing concerns. 6.8. Further mental health activity during 2022/2023 included: • 258 attendees from across all community planning partners attended one of 33 ‘Stigma Free’ workshops where they considered how to foster a supportive culture within the workplace, with colleagues knowing that they can speak openly about mental health and wellbeing issues. The workshops also included signposting to other resources, self-help tools and further sources of support and advice available. • Following publication of the Scottish Government’s ten-year Suicide Prevention Strategy, ‘Creating Hope Together 2022 to 2032,’ the multi-agency Suicide Prevention Partnership Group has reviewed and revised its own Action Plan to encompass the 31 actions for partners to drive locally. • The Suicide Prevention App provides valuable information to keep people safe, along with guidance on how to identify and look out for signs of concern in others. • 162 partner agency staff completed the two day Applied Suicide Intervention Skills Training (ASIST) and 650 people have completed ALERT (suicide awareness training) which highlights local guidance and support resources. 6.9. With these strategic foundations in place and increased understanding and confidence in tackling mental health stigma and discrimination in the workplace, the focus of the mental health strategic priority shifted during the year to support community based initiatives. Mental health is explicitly identified as a Local Outcome Priority within seven Community Board areas, however, mental health issues are also a significant factor in other priorities including poverty; food and fuel insecurity; and amongst young people. 6.10. Activity to support mental health is now reported through the six monthly Local Outcome Improvement Plan reports described at 5.10 above with an annual oversight report on progress in delivering the Lanarkshire mental health strategy, ‘Getting it Right for Every Person” considered by the Strategic Leadership Board in June each year. Page 25 of 240
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6.11. Examples of community focused mental health awareness raising and initiatives in 2022/23 included: • Publication and distribution of Health and Wellbeing Resource Packs and Health Improvement Newsletters providing information on mental health support services available locally. • Physical activity opportunities including: the weekly ‘Walk and Talk’ Group in Wishaw delivered through LAMH and Get Walking Lanarkshire; and introduction of a regular timetable of fitness activities in Shotts to reduce stress and improve physical and mental wellbeing. • Weekly peer mental health support services, ‘Never Alone’ in Croy and Moodiesburn and ‘Festive Friends’ campaign in Motherwell to combat isolation and loneliness amongst over-60s. • Signs, identifying suicide support and advice services erected on the bridge between Motherwell and Bellshill. • Mental health recovery event, ‘Reimagining Recovery’ attracted 150 participants and the similar event planned for November 2023 is targeting 250 participants. Town and Community Hubs 6.12. With partnership staff increasingly beginning to make use of partnership zones and other facilities in the town and community hubs, North Lanarkshire Council engaged directly with community planning partners to identify their anticipated requirements and levels of demand. Early feedback suggested that partners welcomed the opportunities provided through the hubs to support multi-agency working and foster stronger links with the local communities. Specific benefits include: • Community based delivery of outreach supports and services including health promotion activities; • Strengthening Police Scotland and Scottish Fire and Rescue Service’s (SFRS) presence with the wider community in support of community safety priorities; • Access for Community Health workers, Community Police Officers and Community Action Teams from SFRS to drop in when in the local community; • Multi-agency working, strengthening current arrangements; • Access for volunteers and employees to drop in when working in the local community, building presence locally and strengthening the relationship with the community and voluntary sector at a local level; and, • Hot-desking, access to meeting space and welfare facilities, especially for regional community planning partners who may not have access to a local office. 6.13. The hubs provide an ideal opportunity for networking and will make a significant impact in supporting place based approaches to improving outcomes and developing whole-system Page 26 of 240
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approaches for families and individuals . To this end, work began in late 2022 to develop a Memorandum of Understanding (MoU) amongst partners that will facilitate and ensure collective understanding and agreement around partners’ use of the hubs. Currently out for consultation with partners, the Memorandum will form the blueprint for partnership access and use of facilities in all existing and future hubs and formal adoption of the MoU is scheduled for February 2024. 6.14. The flagship Newmains and St Brigid’s Community Hub opened at the end of January and a Hub Reference Group, comprising representation by partners, council services, Voluntary Action North Lanarkshire, plus the headteachers from the primary schools and nursery, is in place to maximise partnership working and community use of the facilities. 7. ADVANCING RACE EQUALITY 7.1. North Lanarkshire Council commissioned research in the summer 2022 to explore the lived experiences and future needs of North Lanarkshire’s Black, Asian and Minority Ethnic (BAME) communities. This face-to-face research was a follow-up to earlier online survey work in the winter of 2021 and was intended to provide a deeper insight into the real-life experiences of Black, Asian and Minority Ethnic people in relation to: • An ageing population; • Digital skills and inclusion; • Employment and skills; • Community cohesion and integration; and, • Specific experiences of North Lanarkshire’s Syrian Refugees who settled more than 7 years ago. 7.2. Generally, language barriers and lack of culturally sensitive services were the most common strands of feedback (for example for women visiting a GP or health consultation), however, there was also specific feedback in relation to employability; digital skills and training and access to affordable childcare. 7.3. The research findings, “Our Lives: An Exploration of the Lived Experiences and Future Needs of North Lanarkshire’s Black, Asian and Minority Ethnic People” were considered by the Strategic Leadership Board in February. Recognising that responsibility for race equality and inclusion rests with all public bodies, including the community and voluntary sector and that work to ensure inclusion and race equality remains to be done, it was agreed that each partner agency should: • Provide an update on current and planned activity, particularly around the issues highlighted in the research; • Nominate a Lead Officer to serve on a Partnership Working Group that will engage directly with Black and Minority Ethnic people on their experiences and how the Partnership might work together to improve services, accessibility and sensitivity plus celebration in relation to cultural identity; • Organise an engagement event with representatives from BAME communities to report back on partners’ work to date to address the issues highlighted in the report and ensure that future research activity involves the BAME community from the outset; and, • Promote and raise awareness of the research findings within partner organisations. Page 27 of 240
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8. THE PROMISE 8.1. Having considered a series of reports and presentations over the summer on the earlier introduction of The Promise in 2021 and its 10-year ambition to transform both care and the wider support system for children, young people and their families, Strategic Leadership Board members reflected on their own responsibilities and the contribution and commitment of partners to support positive change for care experienced children, young people and their families. Much had been achieved in North Lanarkshire including: • Establishing a core Promise Team which includes development workers with lived experience of care; • Structuring the 2021 to 2023 Children’s Services Plan around the foundations of the Promise with multi-agency task groups focussing on the key elements of Voice, Family Support and Care (Promise Partnership) as well as on Mental Health, Wellbeing and Resilience; • Securing two separate grant funding streams to raise awareness of The Promise and to support young people with care experience reconnect with families and those important to them; and, • Being one of only three areas selected to partner with the Promise Team nationally to undertake further work on Human and Economic Cost Modelling to support a further understanding of how money is invested currently and to support the changes required to shift spend upstream. 8.2. Amongst the actions identified by the Strategic Leadership Board was the desire to work directly with The Promise Team in organising a conference for partnership staff to explore how we can “Keep The Promise” and deliver lasting change in how we care for and support children, young people and their families. Extending these responsibilities to include Adult Social Work Services, Health Improvement, housing providers, Police Scotland, and the Community Boards, who have a responsibility to support inclusive communities and the development of locally based actions for children, young people and young adults was seen as critical and as such, partners agreed to commit to a ‘Promise Pledge’. 8.3. The Promise Conference, held on 3 February 2023, was attended by 230 delegates including Social Work (across all care groups); Education; Scottish Children’s Reporter Administration; Police Scotland; NHS Lanarkshire; Health and Social Care North Lanarkshire; Scottish Government; Promise National Team; third sector services; elected members; colleagues from South Lanarkshire Council; and young people representing North Lanarkshire’s care experienced population. 8.4. Comments from the evaluation forms illustrate that participants found the event to be valuable and informative and there was a clear commitment from everyone to look at how partners can work differently and collaborate more effectively to better support and meet the needs of care experienced children, young people and their families. Taking a ‘Whole Family Support’ approach through early intervention and better integrated services to support families at every stage of children’s development is a key principle in the new Resilient People Programme of Work theme and one that will see partners working together to improve opportunities and the lives of children and their families. 8.5. While anecdotal evidence and evaluation showed that the conference had a positive impact, success will be measured through increased collaborative working, better integrated service delivery, early intervention and improved outcomes for children and families – all provided and supported through a strong ethos of shared ownership and accountability amongst partners and communities. Ultimately, success will be demonstrated through reducing the number of children and young people in care and improving the lives, opportunities and potential of children, young people and families in North Lanarkshire. Page 28 of 240
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8.6. The Strategic Leadership Board has agreed that further engagement and collaboration amongst all partners, including joint work with The Promise Team and care experienced young people will be an annual event. 9. FRAMEWORK FOR DEMONSTRATING IMPROVED OUTCOMES FOR COMMUNITIES 9.1. In December 2021 the Accounts Commission published its three year Statutory Direction (to be in force from 1 April 2022 to 31 March 2025). The Statutory Direction places a greater emphasis on local authorities to demonstrate community engagement and empowerment each year and also through carrying out community planning for “improvement in the achievement of outcomes.” 9.2. In response and linked to ongoing discussion by the NLP Strategic Leadership Board on how community planning partners could evidence and report on the impact of the Community Boards and Local Outcome Improvement Plans in improving opportunities for North Lanarkshire’s communities, partners agreed to develop a ‘performance and improvement framework’ encompassing the Accounts Commission’s Statutory Performance Direction proposals 2022/23 to 2024/25. 9.3. Over the course of Board meetings in the first half of 2022, partners considered the various pieces of legislation underpinning community planning and wider partnership working, along with existing strategies and the emerging workstreams gaining momentum through the Community Boards and Local Partnership Teams. ‘The Plan for North Lanarkshire’ remained as the central pillar around which partners would galvanise and focus activity and the suite of 28 Health Check Indicators remained key to providing the North Lanarkshire context and a measure of progress and trends over the lifespan of ‘The Plan.’ PART TWO – IMPROVING COMMUNITY PLANNING OVERSIGHT AND GOVERNANCE ARRANGEMENTS Page 29 of 240
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9.4. Partners noted that community planning activity and ‘improvement in the achievement of outcomes’ cannot always be readily measured through numeric indicators and performance targets. Similarly, the capacity and pace and scale of change in each Community Board area varies. As such, partners were sensitive to allowing individual communities to develop at their own pace and the inclusion of additional sources of evidence, such as case studies plus comparing progress over time, will support the Strategic Leadership Board in assessing and evaluating where community planning is making an impact in improving outcomes. 9.5. The final ‘Framework for Demonstrating Improved Outcomes for Communities’ was approved and signed-off by all partners in June 2022. It is the sixth in a series of frameworks4 developed by North Lanarkshire Council to support delivery of ‘The Plan for North Lanarkshire’. Collectively, these inter-related frameworks are key to assessing ‘The Plan for North Lanarkshire’. They are also key to monitoring delivery towards achieving the overall vision and ensuring each stage is appropriately planned, guided, implemented and governed. The Outcomes Framework itself also identifies the North Lanarkshire policies and plans that have been developed in partnership and where individual partners are responsible for delivery, either through their own functions and duties, or collectively. 10. STRATEGIC PERFORMANCE FRAMEWORK 10.1. The ‘Framework for Demonstrating Improved Outcomes for Communities’ delivers a structured approach to performance review by NLP’s Strategic Leadership Board at three levels. Collectively, these measurements allow an overview of performance to help understand the impact of community planning on improving services and outcomes for the people and communities of North Lanarkshire. The measures in the Outcomes Framework allow for day to day activities, actions in support of the Local Outcome Improvement Plans and wider Partnership plans and strategies to be regularly monitored, reported, assessed and scrutinised. • Context – the 28 Health Check Indicators providing the North Lanarkshire context. Some of these indicators are available at Community Board level, or data can be aggregated to Community Board level enabling more local analysis against the Local Outcome Improvement Plan priorities. • Strategic – consideration, generally annually, of existing Partnership plans and strategies that support delivery of ‘The Plan for North Lanarkshire’ • Local - The Local Outcome Improvement Plan Management and Monitoring Framework demonstrating progress and activity to improve outcomes through the Local Outcome Improvement Plans and the work of the Local Partnership Teams. 10.2. Through the ‘Framework for Demonstrating Improved Outcomes for Communities’, the Strategic Leadership Board manages its business via an annual programme of work and planned reporting schedule aligned to the Strategic Performance Framework above. These 4 The strategic frameworks supporting delivery of The Plan for North Lanarkshire are: 1. Strategic Policy Framework 2. Strategic Governance Framework 3. Strategic Performance Framework 4. Strategic Self-Evaluation Framework 5. Project Management Framework 6. Framework for Demonstrating Improved Outcomes for Communities Page 30 of 240
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strengthened governance arrangements allow partners to see the totality of community planning activity over the course of the year as well as creating opportunities for further collaboration and alignment between activities to support whole-system approaches whilst minimising the risk of duplication or services being planned and delivered in isolation. 11. HEALTH CHECK INDICATORS 11.1. A suite of 28 Health Check Indicators supports delivery of ‘The Plan for North Lanarkshire’ by providing a high-level impact assessment of the work of partners on North Lanarkshire’s economy, its people and its communities. The suite comprises a small number of wider landscape measures which focus, where possible, on outcomes rather than outputs, are sourced externally to provide external verification, and are available nationally to enable a comparison of performance and progress. 11.2. The Health Check Indicators are included in the ‘Framework for Demonstrating Improved Outcomes for Communities’ with the requirement that the most recent data available is reviewed every six months alongside consideration of the Local Outcome Improvement Plans. 11.3. Strategic Leaders considered results in December 2022, with a further update in March 2023, noting where performance was improving and showing some early signs of recovery in areas such as recycling rates and the percentage of people claiming one or more of the key benefits. Challenges remained however with breastfeeding rates below the national average; Educational attainment rates for young people living in the 20% most deprived areas showing a marked contrast to the North Lanarkshire wide figures; and, despite a slight reduction, 23.2% of children were living in poverty after housing costs. 11.4. In each of the 28 Health Check Indicators the full impact of the pandemic remains to be assessed and the cost of living crisis will further impact on measures, particularly in relation to employment and poverty. The Strategic Leadership Board has reaffirmed the ongoing relevance and value of the Health Check Indicators in providing high level contextual information, with data that can be analysed and compared over time, to support delivery of ‘The Plan for North Lanarkshire’ and evidence where partnership working is making an impact. Page 31 of 240
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12. COMMUNICATIONS STRATEGY 12.1. Over the course of 2022/23 the Strategic Leadership Board sought to develop a more robust and collaborative approach to communications and sharing information on where partnership working is making a positive impact and improving outcomes in local communities. Some progress has been made and each Community Board area supports its own MyTown social media channels to ensure progress is reported locally and important messages and communications are distributed. 12.2. Regular meetings have also been instigated between nominated Comms representatives from North Lanarkshire Council, Police Scotland, Scottish Fire and Rescue Service, VANL and NHS Lanarkshire. Partners share information about forthcoming initiatives and programmes, discuss best practice and highlight where stronger and more targeted communications, reinforced by all partners through local social media channels, has the potential to make more of an impact in addressing some local community matters. 12.3. Further work remains outstanding, however, to create a single communication strategy for the Strategic Leadership Board and to better co-ordinate and align individual partners’ communications and key messages in support of ‘The Plan for Noth Lanarkshire’ and the Local Outcome Improvement Plan priorities. As such, these actions are included in the Community Planning Improvement Plan described at section 14.3 below. 13. WIDER COMMUNITY PLANNING AND PARTNERSHIP ENGAGEMENT Pan-Lanarkshire 13.1. North Lanarkshire community planning partners have continued to engage with South Lanarkshire Community Planning Partnership and Voluntary Action South Lanarkshire (VASLan) where there are opportunities and heightened benefits or impact through intervention on a larger scale. 13.2. NLP Strategic Leaders previously identified potential opportunities for work at a pan- Lanarkshire level in relation to: • Employability and the role of partners in supporting employability initiatives and creating sustainable, fair work opportunities for Lanarkshire residents; • Drugs misuse and tackling the high incidence of drug related deaths in • Lanarkshire; and, • Identifying where better integration and individually tailored care management plans can be developed to support individuals who are frequently treated at hospital Emergency Departments and identified as High Resource Users due to their complex health, psychological and social needs. 13.3. Examples of progress are illustrated below. Page 32 of 240
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13.4. More recently, North and South Lanarkshire Councils and the Scottish Fire and Rescue Service agreed to implement jointly the Partnership Approach to Water Safety, recognising the natural boundaries formed by the River Clyde and Strathclyde Loch and the benefits of joint campaigns and safety messaging to reduce accidental drowning deaths and contribute to the reduction of water-related suicide. Page 33 of 240
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National Engagement 13.5. The profile and contribution of Noth Lanarkshire Strategic Leadership Board in helping to inform and shape the national community planning agenda continued to develop and strengthen during the year with formal consultation responses to: • Strathclyde Partnership for Transport on the development of its Regional Transport Strategy 2022 – 2037; • Police Scotland on its Draft Annual Police Plan 2022/23; and, • The Scottish Parliament’s Post-Legislative Inquiry into Part 2 of the Community Empowerment (Scotland) Act 2015 with North Lanarkshire Partnership subsequently invited to present evidence to the Local Government, Housing and Planning Committee at its meeting on 7 March 2023. 13.6. Opportunities for more direct dialogue and engagement between the Scottish Government and community planning partnerships were strengthened in summer 2022 through a refresh of the previous Locality Director arrangements. A nominated Place Director participates in Strategic Leadership Board meetings, events and relevant workstreams bringing insight and information from a Scottish Government perspective; supporting North Lanarkshire’s place based approach to tackling inequalities and transformation; and, enhancing collective liaison and leadership. 14. SELF EVALUATION 14.1. Towards the end of 2022/23 partners participated in a self-evaluation exercise to assess the effectiveness of the Strategic Leadership Board, Community Boards and the Local Partnership Teams in improving outcomes for local people and communities. 14.2. Organised and delivered in partnership with the Improvement Service, the assessment framework organised the self-evaluation around four shared themes and the individual statements for Strategic Leaders, Community Board members and Local Partnership Team colleagues were aligned to these: People Focus Interactions Alignment 14.3. The findings were available in early April 2023 and the Strategic Leadership Board has subsequently developed an Improvement Plan for roll-out during 2023/24 and 2024/25 to address the identified areas for improvement. This includes a number of discrete actions for the Strategic Leadership Board, Community Boards and Local Partnership Teams, however, the overall purpose is to equip and enable North Lanarkshire Partnership in fulfilling its statutory duties and shared ambitions – ultimately demonstrating “Community planning is about how local public services work together with communities and third sector organisations to plan and deliver services that will improve long-term outcomes and tackle inequalities”. 15. THE PLAN FOR NORTH LANARKSHIRE: PROGRAMME OF WORK 2023 TO 2028 15.1. Fittingly, 2022/23 ended with Strategic Leadership Board members and partners participating in a review of The Plan for North Lanarkshire’s achievements thus far at the recently opened Newmains and St Brigid’s Community Hub on 24 March 2023. Page 34 of 240
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15.2. Against this backdrop, Strategic Leaders considered the most recent results in the Health Check Indicators and the planned reset of The Plan for North Lanarkshire’s new Programme of Work 2023 to 2028. Approved by North Lanarkshire Council’s Policy and Resources Committee one week earlier, the new Programme of Work places a heightened strategic focus on economic and community priorities and a more targeted approach to improving social conditions and outcomes. 15.3. Guided tours, led by the Head Teachers and Primary 7 pupils, introduced partners to the accommodation and resources available in Newmains and St Brigid’s Hub. The Partnership Zone, Board and Meeting Rooms and shared facilities enhance opportunities for place based-working, increased collaboration amongst partners, including with the local communities served - all underpinned by upstream interventions that make a lasting difference. 16. FUTURE ACTION 16.1. North Lanarkshire Partnership Strategic Leadership Board priorities for continued and future action in 2023 – 2024 comprise the following. 16.2. Work is underway in all of these and will be reported through the course of 2023/24. Page 35 of 240
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North Lanarkshire Council Report Communities Committee ☒ Yes ☐ NoDoes this report require to be approved? Ref KH/GR Date 05/02/24 Connectivity : Commsworld – Additional Value and Community Benefits From Katrina Hassell E-mail hassellk@northlan.gov.uk Telephone 07903 096121 Executive Summary Following the award for Connectivity services to Commsworld in February 2022, a board was set up to monitor and review the Added Value and Community Benefits associated with the contract. The contract itself had the intention to use the requirement of delivering council services as a lever to improving connectivity across the authority to its residents and local businesses. This anchor tenant model was intended in particular to speed up the installation of fibre infrastructure that can be used to drive innovation and improve availability. This report provides an update on the delivery of that Added Value and the Community Benefits experienced so far. It concludes that Commsworld have been a willing and successful partner in bringing Community Benefits, but that the added value sought via fibre availability has been impacted by the delay in delivering the main fibre infrastructure. With this now nearing conclusion Commsworld will be challenged to deliver upon these commitments during 2024. Recommendations The Communities Committee is requested to: (1) Acknowledge the contract monitoring and reporting structure of the Commsworld Connectivity contract; (2) Acknowledge the deliverables to date and approve the assessment of these; and, (3) Endorse the council’s requirements and expectations placed upon the supplier for the coming year and the associated management and reporting arrangements to ensure contractual compliance, best value and improved connectivity outcomes across North Lanarkshire. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement All ambition statements Programme of Work Digital North Lanarkshire Item 3 Page 37 of 240
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1. Background 1.1. Previous reports to the former Transformation and Digitisation Committee (December 2021, February 2022), summarised the processes undertaken and award of a Digital Infrastructure Framework to Commsworld Ltd. Subsequently a report was presented to the Policy and Strategy Committee (29th September 2022) that informed committee of progress in delivering the operational objects and touched upon associated community benefits. 1.2. The Framework has an initial period of 180 months (15 years from February 2022) with the council reserving the right to extend such for additional periods up to a maximum of a further 60 months (5 years). The value of the Framework Agreement shall not exceed £150,000,000, exclusive of VAT. 1.3. Five initial Call off Contracts with an aggregated value of £26,126,599 were awarded as follows: 1. Wide Area Network Connectivity 2. Analogue Services replacement 3. CCTV Leased Services Connectivity 4. Internet Services 5. Public Wi-Fi. 1.4. The predominant aspect of the Commsworld solution delivery model is to utilise where available, BT Openreach infrastructure ducting. By installing their own subduct within existing ducting, to which they would them blow fibre through, this provides multiple benefits such as reducing physical build; road and pavement disruption; and is quicker to deploy and at lower cost. 1.5. A key aspect of the solution is to utilise the council's requirements for fibre first services to increase the fibre footprint across North Lanarkshire, and thus enable Commsworld and partners to offer full fibre services quicker than the commercial market intended whilst increasing supplier competition, hopefully positively effecting cost and affordability for local residents and businesses. The award was based on the delivery of up to 340km of high capacity fibre across the authority, connecting council premises and enabling communities. 1.6. The initial 6 months following award predominately focused upon high level design for the Wide Area Network and establishing the governance processes around managing the contract. At the same time, Commsworld Ltd were completing the physical design, resource planning and determining infrastructure build requirements. Subsequently the focus has been on the physical installation of the fibre and the migration of council sites. 1.7. The evaluation of the bids focused heavily on Added Value, i.e. using the council’s requirements as an anchor tenant to enable the commercial delivery of fibre, and how this would be subsequently leveraged by the supplier and partners to the benefit of the residents and businesses of North Lanarkshire. There was also a substantial consideration given to Community Benefits that Commsworld would commit to over the initial period of the contract. 1.8. During the past 18-months, Commsworld has delivered many of the planned Community Benefits as outlined within this report. The delivery of many of the added value commitments is dependent on the availability of the underlying fibre infrastructure and that has where Commsworld’s focus has predominately been, however, the council Page 38 of 240
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has and will continue to actively challenge Commsworld to plan and deliver the added value commitments, and it is expected that the next phase of the plan will see these aspects being brought to the fore. Community Benefits 1.9. Within the tender, the Community Benefits were split into 3 themes as follows: • Employment, Education and Skills. • Business Advice and Supply Chain Development and Opportunities. • Community Engagement, Empowerment and Capacity Building. A range of commitments was submitted under each of these themes and progress against these is noted below. 1.10. Underlying the three themes was a requirement for Commsworld to deliver best practise, continuous improvement and innovation through the community benefit activity delivered. 1.11. Supporting the delivery of the community benefits, there was a further supporting theme around communication, monitoring and reporting with 3-yearly formal reviews of delivery. Added Value 1.12. The tender focussed heavily on the delivery of additional value to lever additional investment through the contract. The additional investment the added value would deliver was estimated at £73m as a direct result of the procurement delivering an estimated Gross Value Added (GVA) of c£1.3bn over 15 years alongside direct cost savings for the council, residents and businesses. The added value proposition focussed around four discrete pillars: • Coverage • Take-Up • Choice and Innovation • Future Proofing Coverage 1.13. Commsworld committed to actively support the council’s ambition to achieve the target of 100% fibre coverage across North Lanarkshire. Commsworld’s initial commitment is to build fibre that when combined with the existing published plans of Openreach, will enhance fibre coverage across the region to over 85%. 1.14. Within their proposal, Commsworld provided eight key deliverables to support the delivery of this commitment to enhance the coverage and reach of gigabit capable networks to businesses, private and council owned social housing, and residential households that are unserved by existing networks. Take-Up 1.15. Commsworld committed to developing and establishing a regional campaign to communicate, raise awareness and visibility of the proposed build and the associated service proposition that Commsworld and its partners would make available to the residents and businesses of North Lanarkshire. The focus of these campaigns will be to create activity and engagement with: Page 39 of 240
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• The residential and business properties adjacent to within 200m of the core build; and, • The residential and business properties that will be addressed by the additional reach provided by the Scottish Broadband Voucher Scheme and the UK Government Voucher Scheme 1.16. Within their proposal, Commsworld provided five key deliverables to support the delivery of this commitment seeking to drive the take up and penetration of gigabit broadband among businesses, private and council owned social housing, and residential households that are unserved by existing networks. Choice and Innovation 1.17. This pillar focuses on creating a market that provides business and residential users with choice and innovation through competition - benefiting those living, learning, working, investing and visiting North Lanarkshire. 1.18. Within their proposal, Commsworld identified four key deliverables to support the delivery of this commitment. In particular, Commsworld committed to reinvesting 10% of its profits from the take-up of its fibre services in North Lanarkshire to be reinvested in local North Lanarkshire projects. Future Proofing 1.19. The final pillar of the added value focusses on deliverables to ensure that North Lanarkshire’s digital infrastructure in not only future proof, IOT capable and 5G ready but capable of improving the quality-of-life for residential users and sustainability for business users through investment in technology that will lead to smart and sustainable outcomes. 1.20. Their proposal committed to fibre enable all council corporate sites, including those not requiring services, leaving them fibre ready whilst increasing the fibre footprint across the authority area. With active sites benefiting from a scalable fibre service that allows for incremental bandwidth expansion at a fixed rate, and the resilient internet gateway similarly being capable of further expansion as required. 2. Report 2.1. The initial plan was for all council sites to be migrated to Commsworld fibre by July 2023, however by March 2023 it was apparent this was unachievable. In the main this has been due to a greater than expected number of duct blockages within the BT Openreach infrastructure, estimated at over 40% higher in some areas. 2.2. Each blockage must be cleared and for many would result in the required road opening permit process being used. Although this has introduced delay, there is the benefit that these routes are then cleared and subsequently should enable quicker and easier delivery of fibre infrastructure for those that follow behind, in effect this is another benefit of the model chosen in that not only does it deliver the fibre contracted, but improves the underlying infrastructure enable future delivery. 2.3. As of mid-December, some 290km of fibre had been deployed with approximately c 270 of the 300 sites live, with the remaining extended out to be completed over December and January2024. Page 40 of 240
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Delivery of Community Benefits and Added Value 2.4. Since the commencement of the contract, Commsworld has engaged with the council in the delivery of the identified community benefits and added value. There are monthly meetings in place to discuss and review progress and to support Commsworld to make relevant connections and to address any challenges. Employment, Education and Skills Apprenticeships 2.5. Commsworld has committed to the delivery of three apprenticeships per annum over the initial three years of the connectivity contract. This shared apprenticeship model between the council and Commsworld provides a unique apprenticeship which aims to gain work experience across public sector and private sectors, whilst progressing an SCQF level 8 qualification over a 24-month period. Information Technology (IT) and Communication Technology (Telecoms) is a fast-moving dynamic industry sector, acknowledged as one of the fastest changing in the UK with a continual evolving technology landscape. Therefore, early exposure to the world of work within these areas for young people across North Lanarkshire is aimed at developing their skills, experience and knowledge in crucial areas for our future workforce. 2.6. The initial agreement for the Modern Apprentice cohort in 2022/23 commenced through Skills Development Scotland (SDS) funding at SCQF level 6, based on a 12-month structured training programme with automatic progression to the SCQF level 8 programme, for the subsequent 12-months of structured learning. The apprentices have been selected through an assessment centre based on specific funding and location requirements. This approach aimed to provide opportunities restricted to young people who live in North Lanarkshire. 2.7. The offers of 24-month contracts for apprentices were initially designed to be delivered over four six-month rotations between the two organisations. As part of the Commsworld commitment, a salary of £16,000 pa is funded for successful apprentices. 2.8. Following a change in SDS funding and a review of the initial year, some amendments to the original agreements have resulted in two one-year rotations to support the apprentices to gain a fuller experience in each of the organisations. 2.9. Cohort one apprentices were hosted by the council for the initial rotation of six months, where all three apprentices were placed within Business and Digital technology teams, gaining skills through service desk, device builds, and ICT troubleshooting. The second rotation saw the apprentices hosted by Commsworld across their networking, telephone and project management functions. All three apprentices gained a great mix of public and private sector experience over this period. Cohort One hosting will continue with Commsworld until March 2024, after which the apprentices will fulfil their remaining rotation with the council. 2.10. During their time with the council, the apprentices participated in sessions promoting technology careers across NLC schools, with one of those apprentices being shortlisted for QA Scottish Apprentice of the Year 2023 and subsequently joining the QA Ambassador Program. 2.11. Cohort two apprentices on-boarded on 4 September 2023 within Business and Digital technology across the End User Device and Networking teams. Despite a change in SDS funding this year, posing several challenges, additional costs to the initiative Page 41 of 240
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have been avoided with limited impact to the apprenticeship specialism. All three apprentices are settling in with involvement in support activities across standard support, device build and issue, networking, and application testing. This cohort will join Commsworld for their second rotation in September 2024. Education Activity 2.12. Commsworld committed to working with SmartSTEMS and Young Enterprise Scotland (YES) to deliver a series of events which aim to build on existing support and engagement to inspire and engage young people in STEM careers and pathways harnessing core skills, enterprise skills and an entrepreneurial mindset. 2.13. In the first year of delivery, 20 SmartSTEMS workshops were delivered across 20 primary schools to 1,418 young people. These workshops have been highly engaging and have received positive feedback. This activity is continuing through 2023/2024 with a target of 20 workshops. SmartSTEMS has engaged with Education colleagues to identify schools for the 2023/24 programme. So far, 8 workshops, supporting 675 pupils have been delivered with a further 8 scheduled for early 2024. 2.14. Commsworld has also launched a poster design competition as part of the workshops with a winner being picked on the day and then an overall winner will be chosen at the end of the academic year. Commsworld is also in the process of launching their own workshop that SmartSTEMS will deliver to the primary schools. 2.15. In addition to the ongoing workshop delivery, there were 2 flagship events delivered in 2023, one for primary schools and the other for secondary schools. These events were held at New College Lanarkshire and involved a range of partners, presentation and workshops which were supported by several employers. The secondary school flagship event was held on 23 February 2023 with 11 schools attending and there were approximately 200 attendees. The primary school flagship event was held on 23 May 2023 with 12 schools attending and approximately 200 attendees. Excellent feedback was received from both events. Planning for the 2024 flagship events is now underway with the secondary school event scheduled for 19 March 2024 and the primary school event scheduled for 22 May 2024. 2.16. Working with Young Enterprise Scotland, Commsworld also delivered 10 sessions to delivery of the Circular Economy Challenge Fund for upper primary and lower secondary schools across North Lanarkshire building in STEM activity. 2.17. Commsworld and SmartSTEMS have also been recording a series of short 5-minute video case studies with key employees and members of the business community to highlight their journeys in STEM to encourage more young people to consider pathways and digital and wider STEM careers and sectors. Employability Workshops 2.18. Commsworld have been working with the council’s Education service to deliver employability workshops. The first successful employability workshop took place in Commsworld's Edinburgh office with 13 pupils from 3 high schools on 15 September 2023. Very positive feedback was received from those in attendance. Future dates to deliver further workshops are being finalised with Education colleagues. Page 42 of 240
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Business Advice and Supply Chain Development and Opportunities 2.19. In April 2023, the council and Commsworld jointly hosted ‘Accelerate North Lanarkshire – How Digital Can Grow Your Business’. This event focused on highlighting the benefits of digital growth for businesses. It was held at Motherwell Concert Hall and aimed at businesses of all sizes and from all sectors to embrace the benefits of digital innovation and transformation. 2.20. The event was free to attend and provided the opportunity for local businesses to explore how they can benefit and grow from digital transformation through a series of keynote presentations, workshops and breakout sessions from some of Scotland’s leading digital industry experts. 2.21. There were presentations from key speakers - Dr Dave Hughes, Chief Executive and Co-founder of remote sensor specialist Novosound; Graeme Reid, Monklands Replacement Project Director for NHS Lanarkshire; and North Lanarkshire Council Chief Executive Des Murray. Carolann Miller, Head of Pre-Sales at Commsworld and Skills Development Scotland also presented a Q&A session, hosted by Phil Ford, on how digitalisation can help address the skills shortage for businesses. 2.22. There were a range of workshops covering various topics, including data analytics, digital economy, 5G, IoT, cyber security and social media and crisis communications in the digital age. 2.23. The event also included an exhibitor marketplace with over 30 exhibitors, which included a showcase of technology and solution providers including New College Lanarkshire SmartHub’s collaborative automated robots – or ‘cobots’. For many local companies this provided unique opportunity to directly engage with suppliers and vendors of technology. 2.24. Building on the success and learnings from the event, work is now underway to look at options for the delivery of a further business focussed event or series of events in 2024. Community Engagement, Empowerment and Capacity Building 2.25. Following the submission of the original tender, considerable engagement with the nine local Community Boards, Voluntary Action North Lanarkshire and the Driving Digital Locally Group has been undertaken by Commsworld to scope the work which will be delivered under this Community Benefit commitment. 2.26. Commsworld, with the support of council officers, undertook dialogue and engagement across all nine Community Board areas and this has informed production of an online mapping tool and dashboard to host information on local activities and locations where digital services are available or being delivered across the Community Board areas in North Lanarkshire. The first edition of the tool contains 59 activities across 42 community locations in North Lanarkshire which were correct and verified as of 31 October 2023. 2.27. Commsworld has attended all Community Board meetings over November and December to present the mapping tool and dashboard. A marketing strategy for the tool will now be put in place and organisations delivering services not currently on the tool will be invited to submit their details or for current organisation to amend/update their information. Page 43 of 240
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2.28. The work undertaken has been very well received by communities and provides the basis for a useful tool for the residents and communities of North Lanarkshire to know where they can access digital services, free WiFi, devices, training and support. The tool can be viewed at: Community Digital Services (arcgis.com) Added Value – Coverage, Take-Up, Choice & Innovation, Future Proof 2.29. Commsworld committed to an initial build of 340km of fibre that would pass circa 101k properties. The initial delivery of approximately 280km of fibre is required to build the necessary core backhaul network to deliver to active council properties and this has been the focus of the past 18 months. With this infrastructure now in place Commsworld will be tasked with delivering on the other commitments within the Added Value area. 2.30. With regards to coverage this will mean Commsworld actively marketing both their own and their partners’ services to the communities of North Lanarkshire, improving choice and availability. 2.31. As a direct result of this contract, Commsworld agreed a simple alteration to their main fibre route so that the community of Hareshaw could be incorporated and during early 2024 we expect to see residents being offered fibre service packages. 2.32. A further direct benefit of the contract due to the main fibre route delivered by Commsworld, is that their partner, Netomnia, took the decision to expand residential fibre services into the village of Caldercruix and again, we would expect these services to be offered in 2024. 2.33. Investigation is underway on utilising broadband voucher schemes to possibly support the communities of Greengairs and Upperton in accessing broadband. Other such possibilities will continue to be explored over the coming year. 2.34. Whilst Commsworld and partners have invested significant funds in delivering a service for the council, they have done far more so in expanding their residential fibre networks, however many of these services remain to be launched across the authority, resulting in potentially large improvements in fibre coverage and choice, which could drive take- up and innovation still to be unlocked. 2.35. The Think Broadband website at the end of December 2023 shows that 98.9% of the properties in North Lanarkshire have access to Superfast broadband ( >30mbps <67mbps), whilst Fibre to the Premise/Home (FTTP / FTTH) has increased over the past 3yrs to 34.42%. However, the potential availability mentioned above is likely to increase this significantly. 2.36. Similarly the OFCOM Connected Nations 2023 report, issued on 19 December 2023 Interactive report - Ofcom, shows a 32% FTTP coverage, with Superfast at 98%. Contract Management and Reporting of Community Benefits and Added Value 2.37. Commsworld were recognised at contract strategy stage as being a strategic level supplier, using the Business and Digital Supplier Segmentation approach. Strategic Suppliers are described as ‘very important to the organisation’s ability to operate and remain effective’ and on this basis CommsWorld are closely monitored and managed. 2.38. Commsworld attend regular monthly service reviews led by the Supplier and Contract Manager in line with the contract specification. They are contracted to submit Page 44 of 240
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management information on a monthly basis detailing the volumetrics against each KPI measured against the service - these areas are primarily on service delivery for council aspects. Outcomes and Value Realisation Board 2.39. Due to the nature and intention of the linked community benefits and added value, a separate group monitors this non-operational performance aspect of this contract. The ‘Outcomes and Value Realisation Board’ staffed by senior officers from across service areas, review the performance quarterly of the supplier and feed into the overall annual supplier review. Commsworld provide the council’s Enterprise Manager and aligned Supplier and Contract Manager with monthly reports and engage in scheduled meetings to discuss progress and consider any support requests from Commsworld. These monthly reports form the basis of the quarterly review. Balanced Score Card 2.40. A bespoke balanced scorecard is in place to assess and track Commsworld’s performance across the following 3 thematic areas: • Employment, Education and Skills; • Business Advice; and, • Community Engagement, Empowerment and Capacity Building. 2.41. Under each of the 3 themes, the following areas are all scored: • Performance to Target; • Communication and Engagement; and • Best Practice, Continuous Improvement and Innovation. 2.42. The scoring and constructive feedback provided by subject matter experts who are members of the Outcomes and Value Realisation Board is provided to Commsworld, who consider the scores and comments and provide their own feedback, to agree final scores. This is a productive way of setting targets and directing resources whilst understanding challenges and agreeing targeted areas of improvement. An overall score of 88% was achieved at last review concluding that Commsworld are meeting their community benefit requirements. Review of Community Benefits 2.43. Within the tender, it was agreed that there would be a formal review of community benefits every 3-years. This first of these reviews is due to take place in 2024 to set objectives and deliverables for the next 3-year period. This review will consider performance and progress to-date, identify areas of improvement, and will include consultation with key internal and external stakeholders. An important element is ensuring that there is continuous improvement and innovation in the delivery of community benefits which will be reflected in the review and deliverables moving forward. Establishment of Baseline and Monitoring of Socio-Economic Impact 2.44. As the contract with Commsworld is over a 15-year period, it is recognised that a robust framework to measure and monitor the socio-economic impact of the investment in digital infrastructure should be in place. Page 45 of 240
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2.45. To support this, the council is undertaking an assessment of the availability, coverage and timeliness of data linked to the investment in North Lanarkshire. This will inform the establishment of a structured framework and foundational understanding of the potential effects and impacts, to enable this to be measured over the lifetime of the contract. Summary 2.46. Commsworld’s delivery of Community Benefits throughout this period has been well received. Commsworld has committed resources and funds to ensuring their success. In particular the support of apprenticeships, STEM subjects, educational workshops and the business event have all evidenced the willingness of an engaged partner. Similarly, through working with lead council officers and the Driving Digital Locally Sub Group in community engagement, Commsworld have compiled and presented the output of Digital Inclusion linked to LOIPs at the series of Community Boards during late November and early December, which was well received. 2.47. The initial period of the contract has through necessity focused on the physical installation of the fibre infrastructure and migration of council sites. This has been slower than the original plan, and has had a subsequent impact on the plan for Added Value delivery, most notably in the availability of residential broadband. It has further impacted the use of national voucher schemes where usage has been minimal, and although impacted by the everchanging landscape of availability and criteria, the supplier has not prioritised resources to promote their use. 2.48. Similarly the benefits to local businesses have been limited, with the initial offering from Commsworld being more appropriate to larger, internet focused operations. Providing an appropriate business market product, along with residential offerings and voucher usage will be key focus areas with Commsworld for the Outcomes and Value Realisation Board during 2024, with the expectation of improvements in these areas being reportable to future committee meetings. 3. Measures of success 3.1. The successful delivery of the committed community benefits and added value targets as set out within this report, over the initial 5 years of the contract. 3.2. Review and commitment to further benefits following the initial 3 years of the contract. 4. Supporting documentation 4.1. Appendix 1: Added Value 4.2. Appendix 2: Community Benefits to be Delivered Over the First 3-years of the Framework Katrina Hassell Chief Officer (Business and Digital) Page 46 of 240
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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 ☒ 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 ☐ 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 ☐ 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 ☐ 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 ☒ Page 47 of 240
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5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ Although not quantified it is excepted that provision of good quality broadband services enables home and remote working and as such can have a positive impact on carbon reduction related to travel. 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 ☒ 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 ☒ Page 48 of 240
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Appendix 1 Added Value Ref Additional Value Coverage C1 Commsworld will invest in a new, purpose built, infinitely scalable, ultra-fast fibre backbone network across all key conurbations of North Lanarkshire. Building 340km of high-capacity fibre, initially passing 101,752 properties. C2 Commsworld and our partner, Netomnia, will invest in new Fibre to the Home (FTTH) coverage for Motherwell, Coatbridge and Airdrie. Delivering gigabit speed services to residents & businesses of 86,651 properties. C3 Commsworld and our partner, Axione, will invest in new Fibre to the Home (FTTH) coverage for Shotts. Delivering gigabit speed services to residents & businesses of 5,744 properties. C4 Commsworld's and our partners will invest in new Fibre to the Home (FTTH) coverage to the most rural areas in North Lanarkshire. Delivering gigabit speed services to a minimum of 1,000 rural properties. C5 Commsworld will invest to connect all 29 parks within the North Lanarkshire region to the new ultra-fast fibre backbone network. C6 Commsworld will connect all the main business parks within the North Lanarkshire region to the new ultra-fast fibre backbone network. C7 Commsworld will continue to strive to deliver 100% fibre coverage for the region, from the starting point of over 85% as outlined above. To enhance the case for partner investment in the region Commsworld will make its new fibre backbone available to all service providers at a market leading price throughout the term of the contract. C8 Commsworld’s high-capacity fibre backbone will enable Mobile Network Operator's to accelerate the deployment of 5G services across the region. To enhance the case for 5G investment in the region, Commsworld will make its new fibre backbone available to all MNOs at a market leading price throughout the term of the contract. Take Up T1 Commsworld’s investment in new fibre in rural areas of North Lanarkshire will make use of the Scottish Broadband Voucher Scheme (SBVS) feasible in 3,524 of the most digitally inaccessible properties in North Lanarkshire. Working with our partners we will proactively promote the opportunities this presents to the residents of all these properties with the commitment to drive take-up and implementation to a minimum of 1,000 rural properties. T2 Commsworld will offer all social housing access to low cost, ultra-fast gigabit connectivity for the term of this contract. Offering 1Gb internet access for £20 per month. T3 Commsworld will offer residents of properties passed a market beating, ultra-fast gigabit connectivity for the term of this contract. Offering 1Gb for £45 per month. T4 Commsworld will offer businesses within properties passed a market beating, ultra-fast gigabit business connectivity for the term of this contract. Offering 1Gb for £300 per month. T5 Combined with the offers above Commsworld will actively engage with our network of ISP partners to promote the infrastructure investment across the areas where fibre becomes available to maximise take-up. Choice & Innovation I1 Commsworld will reinvest 10% of all profits it makes from connecting new customers to the fibre being built, into North Lanarkshire projects, stimulating choice and innovation across the region. I2 Commsworld will deliver 4 additional smart city units to the Council to enhance and measure the value of our solution in delivering smart technologies for North Lanarkshire Council. I3 Commsworld will provide 10 CCTV cameras as part of a PoC and work with the Council to evaluate the benefits to the Council of moving to cutting edge cloud CCTV technology. I4 Commsworld will provide 15 days of consultancy to support the Council in evaluating the 20 Minute Neighbourhood Hub concept. Future Proof Page 49 of 240
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F1 Commsworld is investing in a truly future proof fibre infrastructure for 527 of the Council’s sites on day one. Commsworld is offering significantly more bandwidth to all sites than has been requested therefore protecting the Council from the cost of upgrades as the demand increases. F2 Commsworld is providing the Council will 84Gb more internet connectivity capacity than has been requested therefore protecting the Council from the cost of upgrades as the demand increases. Commsworld’s proposal also protects the Council spend beyond the supplied capacity by offering additional capacity at a market leading cost F3 Commsworld has included Cloud based firewall within the service being offered to allow the Council to migrate away from an on-premise solution to a service which aligns to the capacity consumed. F4 Commsworld’s investment in infrastructure to each site allows the cost per Gb for additional bandwidth to any site to be reduced to a market leading £300 per Gb per year. F5 Commsworld will deliver fibre to all 129 analogue connected sites within the Councils estate and switch these services as and when the Council is ready, at no additional set-up cost. F6 As the Council is adopting a Business Intelligence Hub (BI Hub) as part of its strategic roadmap, Commsworld will provide 20 specialist consultancy days to draw insights from the legacy systems used within the Council. This will support evidence-based decision making on such topics as Housing, social impact, future cities, healthcare, and environment, all driven by data insights. Page 50 of 240
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Appendix 2 Community Benefits to be Delivered Over the First 3-years of the Framework Theme - Employment, Education & Skills • Delivery of 10 events per annum to enhance digital skills and employability, preparing young people for the world of work • Invest £3,000 per annum to create opportunities & initiatives for young people who face the greatest barrier to work • Delivery of 3 apprenticeships per annum from priority groups* (9 in first 3-years of Framework) • Delivery of 4 5-day work placements per annum over 1st 3-years for 14-16 year olds. • Delivery of 4 education/community events per annum to raise awareness of Digital Careers and Pathways • Delivery of 6 Industry Awareness Events per annum targeting 4th, 5th & 6th years. Theme - Business Advice & Supply Chain Development and Opportunities • Delivery of 4 events per annum to engage, raise awareness and maximise of supply chain opportunities for local SMEs, 3rd sector organisations and supported businesses • Delivery of 4 events per annum to provide digital advice and support to local SMEs, voluntary & 3rd sector organisations. Theme – Community Engagement, Empowerment & Capacity Building • Commitment to work with the 9 Community Boards & Digital NL: • To develop and support initiatives (4 events per annum) to improve local decision making • To develop and support initiatives to address digital skills and inclusion (4 events per annum) • Commitment to work with VANL and Digital NL partners to provide donations of kit and to support access to data through the TechShare NL initiative (4 engagements per annum) to address digital capacity Commitment to best Practice, continuous improvement & innovation in community benefits - including delivery of community benefits over the lifetime of the Framework beyond first 3-years Communication, Monitoring & Reporting – Formal plan, quarterly KPI reporting, 3-year reviews, marketing & communications Page 51 of 240
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☐ Yes ☒ No Ref KH/LG Date 05/02/24 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 embraced the need to deliver secure and accessible online solutions for our communities to use. This report provides an update on progress up until December 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. Progress on several activities are highlighted within the content of the report including the progress of the Driving Digital Locally digital subgroup, results from Community Benefits realised through the Commsworld Connectivity Contract and the success and progress of the Intergenerational Project within retirement complexes in conjunction with local primary schools. The report further highlights new online services launched as part of the council’s digital journey and next steps to be progressed early in 2024. 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 Programme of Work Digital North Lanarkshire Item 4 Page 53 of 240
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1. Background 1.1 As Members are aware one of the principles supporting the Council’s Digital North Lanarkshire theme within the Programme of Work to 2028 is Digital First, providing online, anytime services which meet the needs of our citizens. To deliver on this principle, it is crucially important for the Council to truly understand those needs. The Digital North Lanarkshire theme 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 previous transformation programme, DigitalNL 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 two 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 It has been previously acknowledged through the Community Boards that 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 2023, this remains an issue but does not hinder the overall delivery programme. 2. Report Digital Subgroup Representation 2.1 During 2024 the sub-group will continue to meet virtually, on a monthly basis, with the current chair, the representative from Northern Corridor approved as the continuing Chair. The gaps in representation from both the Northern Corridor and Shotts areas continue but plans are currently being drawn up in conjunction with Community Planning Officers to fill those gaps during the year ahead. 2.2 This work includes ongoing engagement with Cumbernauld Youth Forum with the aim of recruiting a representative on to the group. This will ensure that the future work has youth representation. Progress to December 2023 2.3 The subgroup has been working closely with Commsworld on the digital mapping exercise as part of the Commsworld contract and the community benefits contained therein. The scope of this exercise and the detail of how the data would be collected were both approved at the previous meeting of this Committee in August 2023. 2.4 The mapping exercise will provide a baseline and overarching view of all current activity, and allow for discussion on the “what, where and (through whom)” future digital activities need to be planned. This work is recognised as a priority within the Local Improvement Plans (LOIPs) for each of the nine Community Boards. Page 54 of 240
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2.5 In order to ensure a robust collection methodology, Commsworld began the data collection process in September 2023, utilising various methods of engagement including face to face stakeholder engagements with members of the digital subgroup and partners who had an involvement in delivering digital services across the council area. 2.6 In addition, to support the data gathering process, an online survey was designed to capture services being delivered in the community through smaller organisations. This was promoted by members of the digital subgroup through their own networks in their own communities. The council’s Community Planning Officers participated by promoting the survey through the Community Matters mailbox and the link to the survey was further promoted through the council’s social media platforms. Between the survey and the stakeholder engagements eighty-two responses were received. 2.7 The data collected was recently entered into an interactive dashboard that residents would be able to navigate easily. This dashboard has an inter-active map which is split into the nine Board areas, residents can click on their own area and find out what digital services are being delivered and how they can access them. 2.8 During November and December 2023, the dashboard was presented to all nine Community Boards to allow communities to view and offer their feedback. Feedback received from these sessions will be collated and reported to a future meeting of the digital subgroup to allow for discussion and next steps to be identified. 2.9 Following this first, baseline stage, conversations are now underway with stakeholders as to how the dashboard will be updated, what the mechanism will be for the updates and the timings of those updates. The dashboard is live and Members can view using this link Community Digital Services (arcgis.com). Intergenerational Project 2.10 A detailed update on the background to the Intergeneration Project was contained within 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. 2.11 Three successful short courses have now been rolled out using a one-to-one buddy system linking tenants and pupils. The tenants and pupils discuss the elderly tenants’ childhood memories from school life, food, songs etc, with the pupils then bringing elements of this to life digitally. • Drummond Drive, Wishaw, partnering with Thornlie Primary • James Dempsy Gardens, Coatbridge partnering with Greenhill Primary • Lorne Gardens, Salsburgh, partnering with Kirk O’Shotts Primary 2.12 Discussions have taken place with colleagues in Education and Families about the possibility of extending the programme into other community areas. In addition, agreement has been reached with the Kilsyth representative on the digital subgroup and Secretary of the Kilsyth Senior Citizen Group to deliver a course during 2024 in partnership with Balmulloch Primary School in Kilsyth. Meetings have also taken place with Glenboig Development Trust with an aim to develop a joint course with elderly residents in the Northern Corridor, whereby the Trust will provide the transport to bring the elderly residents to Glenboig for the course. Page 55 of 240
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Development of Online services: Business Waste/Bisaccount 2.13 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. 2.14 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. When reported in August 2023, 506 businesses had registered to transact digitally. Members will recall being advised at that time that should businesses not sign up for digital transactions their service would be suspended. Targetted communications activity and doorstepping exercises were carried out with approximately 300 businesses giving until 31st October 2023 to sign up before their service was suspended. These activities collectively proved to be positive. Following the October deadline significant activity from businesses resulted in a total of 977 sign ups out of 1100 potential total. This relates to 88.8% of customers signed up, and a further push to ensure the remaining businesses are underway. Special Uplifts 2.15 A new online system to book and pay for special uplifts went live at the end of October 2023 for online bookings only and this is accessed through the Council's website. 2.16 This new way of working will allow residents to book and pay for a special uplift 24 hours per day 7 days per week at a time suitable to the resident. To help simplify the process, there is a list of popular electrical and non-electrical items provided. Residents record the quantity of these items, and the date of collection from the set dates provided. 2.17 Residents are also able to amend their booking date and if required, cancel their bookings. Residents will receive email updates when a booking is made and when collections have been successful or otherwise. Residents will require a Myaccount to access the new online form. 2.18 A communication plan was developed to support the launch of this new service and promoted though existing social media platforms as part of the “Its quicker to click” campaign. Debt Advice Online 2.19 As part of the council’s digital journey, a new online system to help manage enquiries from those seeking support with debt was launched in November 2023. This includes an online form for residents to request debt advice which will feed directly into the new Advice-Pro system. 2.20 It will provide a confidential and accessible way, no matter of age, income levels, or backgrounds and has the functionality to allow residents to digitally sign required paperwork, upload evidence, and receive correspondence electronically. Residents can make a request online, any time that suits day or night. This service is accessed through Myaccount. Page 56 of 240
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2.21 Communication to support the launch of the new service was developed and delivered through the various media, Gov Delivery, and the council’s social media platforms. Stakeholder engagement with third parties was also carried out to promote the new system to those partners who are working with those struggling with debt. Microsoft Early Adopters Group 2.22 October 2023, saw the launch of our new Microsoft Early Adopters Group, set up to encourage and promote improved adoption of Microsoft products amongst staff. 2.23 Seventy volunteers from across all services will be given access to pre released products and updates to test as part of their day-to-day work schedule. They will provide early insight and learnings into how the changes will affect their technical ability to do their job before the innovative solutions are rolled out across the council. 2.24 The group will provide help, guidance, and training on how to use M365 effectively and communicate new features within M365 products. 2.25 To allow collaboration amongst staff we have created a community on Viva Engage (previously Yammer) and encourage all staff to join this community. Staff can use it to offer any feedback or ask any questions they have in relation to any changes to digital tools. Early adopters will be on hand to provide support and offer a work around or signpost to get the correct answer. 2.26 A full communication plan is being developed to support this new Group. Awareness Raising 2.27 In October 2023, members of the subgroup visited the newly upgraded immersive experience at Muirfield in Cumbernauld, this was an opportunity for the group to see and experience what the immersive experience first-hand and the benefits it bring to those who use it. Feedback was very positive and discussion is now underway about how the group can ensure that communities of all age groups can access and take advantage of this resource 2.28 In November 2023, one hundred tenants from across the area gathered at Newmains and St. Brigid’s Community Hub for the annual Housing conference. The theme for this year was Living Local and key topics, included the cost-of-living crisis, supply of new council homes, antisocial behaviour and a presentation was delivered by the Engagement and Communication Lead for Digital North Lanarkshire on the council’s digital journey so far. Next steps 2.29 The group have been invited to the launch of the newly refurbished Motherwell Library and brand-new Motherwell Digital Hub, at the end of January 2024, where they will have the opportunity to view the Letitia McKell Makerspace and experience the immersive pod. 2.30 Following the success of last year’s Accelerate Digital Conference, discussion is now underway for 2024 conference. This will take place in May 2024, a final date, venue and theme has still to be agreed. Page 57 of 240
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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. - Recruitment of a youth representation on the digital subgroup would be a measure of success. Further success can be measured as the group progresses to the next stage of the mapping exercise with Commsworld. 3.2 Further success will be evidenced through the uptake of the communities and partners who get involved in the intergenerational project and through an increase in the elderly tenants’ digital skills. 3.3 Success can also be evidenced through success on the number of residents who are using our new online services to book and pay for special uplifts or who will request debt advice using the new online form. 4. Supporting documentation N/A Katrina M Hassell Chief Officer (Business and Digital) Page 58 of 240
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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 59 of 240
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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 60 of 240
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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 61 of 240
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref SP/LP Date 05/02/24 Voluntary Action North Lanarkshire (VANL) Service Level Agreement 2023/24 From Stephen Penman, Chief Officer (Strategic Communication and Engagement) E-mail penmanste@northlan.gov.uk Telephone 07947997750 Executive Summary Voluntary Action North Lanarkshire (VANL) is the third sector interface (TSI) organisation operating within North Lanarkshire. VANL operates as an umbrella organisation providing information, advice and support to the Community and Voluntary Sector (CVS) groups/organisations and volunteers. VANL also represents and facilitates representation from the CVS in community planning and partnership working. The strategic aims for VANL are to: • maximise volunteering; • build the capacity of individuals and communities in North Lanarkshire; • develop the confidence of the voluntary sector; • develop confidence in the voluntary sector; and • develop the social and economic impact of the sector. VANL’s strategic objectives are focussed on: • Funding and resources for the North Lanarkshire Community and Voluntary Sector • Guidance and training for the North Lanarkshire Community and Voluntary Sector • Effective communication and collaboration • Effective engagement and Influence of the North Lanarkshire Community and Voluntary Sector VANL has had successive service level agreements with the council for provision of services and initiatives which directly support the Plan for North Lanarkshire and the aims and objectives of the council and its strategic partners. As such, delivery of the agreed services is critical to delivery of the Plan for North Lanarkshire and the council’s priorities. The recommended annual level of funding for VANL for the period March 2024 – March 2027 is £172,379.25 which, as set out in paragraph 2.2, represents a 10% decrease from the current SLA. Recommendations It is recommended that the Communities Committee: 1) Approve the Service Level Agreement with VANL for a 3 year period to March 2027 (Appendix 1). 2) Acknowledge the range of measures contained within the SLA to monitor performance. Item 5 Page 63 of 240
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1. Background 1.1 In May 2021 the previous Community Empowerment Committee approved a three-year Service Level Agreement with Voluntary Action North Lanarkshire (subject to annual review). The Service Level Agreement is due to end on 31st March 2024. 1.2 Through engagement with VANL work has been undertaken to review, refocus and update the SLA to ensure that it is fit for purpose and reflects progress and development of local delivery approaches. 2. Report Voluntary Action North Lanarkshire - Service Level Agreement 2024-2027 2.1 VANL’s draft Service Level Agreement (SLA) is attached as Appendix 1. The SLA recognises the role of VANL in supporting and coordinating activity that enhances the involvement and capacity of the community and voluntary sector in the Plan for North Lanarkshire (TPFNL) and provides a focus on the role of VANL in working with partners for the delivery of local priorities and participation opportunities through the Local Outcome Improvement Plans and associated partnership mechanisms. 2.2 In line with the council’s strategy, savings are prepared for a three-year period from 2024/25 to 2026/27. Given the existing and forecast budget gap facing the council, it is proposed that the amount allocated to the VANL for the delivery of the SLA for 2024/25 is £172,379.25, which represents a 10% reduction in the current SLA. 2.3 The focus for the SLA is on: • The role of VANL in supporting the CVS and public engagement in community planning at local level and delivery of Local Outcome Improvement Plans • Developing the role and capacity of Community Boards and their membership through delivery of relevant training, awareness raising and development and implementation of accountability processes and frameworks. • Playing a key role in the Local Partnership Teams (LPTs) as a key mechanism for driving delivery of local priorities and taking a lead or support role in the development and delivery of appropriate and agreed local priorities through the LOIPs (specifically around engagement and participation, digital inclusion, climate and environment) • Work with the Council to support engagement with local communities around key local or NL wide priorities and opportunities and ensure mechanisms that enable the CVS to participate effectively. 3) Approve an annual funding allocation of £172,379.25 to VANL for the duration of the 3 year Service Level Agreement until March 2027 subject to satisfactory performance and availability of resource. The Plan for North Lanarkshire Priority Enhance participation, capacity, and empowerment across our communities Ambition statement (20) Improve the involvement of communities in the decisions, and development of services and supports, that affect them Programme of Work Resilient People Page 64 of 240
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• Facilitate delivery of the North Lanarkshire Volunteering Strategy which contributes to the resource ambition of the Plan for North Lanarkshire 2.4 The SLA also reflects the wider role of VANL as a strategic partner with a key role in • Providing capacity building support, including funding support, assessing impact and facilitating to the CVS in partnership with NL, working with NLC colleagues and others • Strategic community planning including supporting implementation of the Community Agreement in liaison with NLP partner organisations and CVS • Supporting wider CVS contributions to delivery of the Plan for NL ambitions by facilitating CVS capacity building and links • Active membership of the SLB Board and supporting wider CVS representation through the CVS Partnership Group. 2.5 The detail of provisions is detailed in the SLA documentation included in Appendix 1 of this report. 3. Measures of success 3.1 Delivery of activity associated with the requirements of the draft SLA as set out at appendix 1. 4. Supporting documentation 4.1 Appendix 1 – VANL SLA 2023/24 Stephen Penman Chief Officer (Strategic Communication and Engagement) Page 65 of 240
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? £172,379.25 allocation which represents a 10% reduction from the 2023/24 allocation 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ Page 66 of 240
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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 technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 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 67 of 240
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Appendix 1 Service Level Agreement between North Lanarkshire Council and Voluntary Action North Lanarkshire Page 68 of 240
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Contents • Purpose and Duration of Agreement • Service Specification • Core Funding • Conditions of Funding Appendix One: Voluntary Action North Lanarkshire Page 69 of 240
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1. Purpose and Duration of Agreement This Service Level Agreement (SLA) between North Lanarkshire Council (NLC) sets out the services to be provided by Voluntary Action North Lanarkshire (VANL) which is the Third Sector Interface (TSI) for North Lanarkshire. Performance against the service specification will be reviewed annually in February with regular submission of progress reports and liaison meetings with the Councils nominated Monitoring Officer Subject to satisfactory performance and the availability of resource, VANL will receive funding to deliver its obligations under this agreement until March 2027 after which a new three-year agreement will be considered. 2. Service Specification VANL will work with the Council to deliver actions to support and engage the community and voluntary sector (CVS) role in assisting with delivery of the Plan for North Lanarkshire and the Framework for Working with Communities. VANL will achieve this through collaborative working with CVS organisations, NLC and other NLP partners to support delivery of key local community and partnership priorities. This funding will specifically be used to support and build capacity in the CVS around local community planning as follows. 2.2 Locality Community Planning Support – support CVS and public engagement in community planning at local level and delivery of Local Outcome Improvement Plans as follows. 2.2.1 Community Boards • Working with NLP partners to develop the role and capacity of community Boards and their membership through delivery of relevant training, awareness raising and development and implementation of accountability processes and frameworks. • Playing a key role in the operation of community board meetings including minute taking (As part of a rota with other partners), helping to set the agenda, providing updates at meetings relating to LOIP priorities and other matters of importance to local people. • Ensuring appropriate VANL representation at Community Board meetings to support required input. • Positively promoting and supporting participation from CVS in Community Boards and subgroups. Page 70 of 240
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2.2.2 Local Partnership Teams and delivery of LOIP priorities • Ensuring appropriate representation at LPT meetings • Playing a key role in the development of the LPT’s as a key mechanism for driving delivery of local priorities • Playing a lead or support role in the development and delivery of appropriate and agreed local priorities (as appropriate and agreed but specifically around engagement and participation opportunities digital inclusion, climate and environment) • Updating the LOIP Management and Monitoring Framework and taking responsibility for reporting as required on priorities VANL leads on as appropriate at Community Board meetings and on progress within agreed reporting templates and timescales to Community Boards, NLP SLB and Council Committees • Making connections and links between wider CVS activities at a strategic level and LOIP priorities to minimise duplication and facilitate a more coordinated partnership approach. 2.3 Wider Community engagement and consultation activity • Work with the Council to support and organise and where appropriate facilitate engagement with local communities around key local or NL wide priorities and opportunities. • Work with NLC to ensure mechanisms that enable the CVS to participate effectively in other council priorities and initiatives, such as PB, Grant opportunities, community resilience. 2.4 Volunteering Support – facilitate delivery of the North Lanarkshire Volunteering Strategy which contributes to the resource ambition of the Plan for North Lanarkshire - working with NLC, other NLP partners, CVS and other volunteer-involving organisations. This will include the following • Work with NLC, other NLC partners and CVS to promote volunteering in North Lanarkshire and support individuals to access in volunteer roles. • Work with the Council to develop the contribution of volunteers around delivery of the Plan for North Lanarkshire • Support the ongoing development of NLC’s the Brighter Futures programme and associated volunteering pathway. • Work with the council to ensure volunteering opportunities support the ambition to prepare young people and the wider community for the future through a series of interconnected programmes. • Support CVS organisations to involve volunteers effectively. Page 71 of 240
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2.5 Wider role of VANL It is also expected that an element of the funding, alongside other funding sources will contribute to the wider role of VANL including: • Assessing CVS needs, priorities and challenges. • Helping the CVS to assess their contribution and impact more effectively. • Facilitating CVS voice and influence through other linked partnerships, in addition to NLP • Supporting wider understanding and appreciation of the role and contribution of the CVS. • Supporting implementation of the Community Agreement in liaison with NLP partner organisations and CVS. • Supporting wider CVS contributions to delivery of the Plan for NL ambitions by facilitating CVS capacity building – including income generation support. • Facilitating stronger links and synergy between community planning and the Health and Social Care NL Community Solutions Programme hosted by VANL. • Active membership of the SLB Board and supporting wider CVS representation through the CVS Partnership Group. 3. NLC Core Funding for VANL Annual funding for VANL from this SLA will be £172,379.25. Subject to satisfactory performance and availability of resources, the above funding for VANL will continue until March 2027. Should unforeseen circumstances dictate any proposal by NLC to reduce the level of funding available during the term of this agreement, at least 90 days’ notice will be provided to VANL. This core funding may be supplemented by additional project funding agreed on a case-by-case basis from NLC. Any such case will require approval from the Communities Committee. 4. Liaison and Monitoring The Council will identify a designated Monitoring Officer to manage and maintain the relationship and working arrangements with VANL. VANL will be expected engage regularly with the monitoring officer as required and to highlight any challenges in meeting the requirements of this funding agreement at the earliest possible time. Specific monitoring requirements related to this agreement will include Page 72 of 240
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• Quarterly progress meetings between senior officers of VANL and the Councils Monitoring Officer • Submission of a monitoring report on a six-monthly basis. This will include a six-month interim progress reports in autumn each year, focussing on activities and a 12-month Impact and Learning report in summer each year, which will include activity and outcome data. • Annual review of performance under the terms of the SLA to be considered by the Council’s Communities Committee • Submission of annual accounts • Sharing of approved minutes from VANL Board meetings • Monitoring Officer to be invited to attend VANL AGM. 5. Conditions General Conditions The Council’s liability shall be to make payment of the funding to the organisation. All other liabilities or claims are the responsibility of the organisation. The Council is responsible for ensuring that any funding provided is correctly used and so payment of any monies will be made by the Council in terms of the conditions listed within this document. The Council will inform the funded organisation of any changes in funding regulations that may have a bearing on any financial support offered or any of the funded activities. Voluntary Action North Lanarkshire undertakes and agrees to adhere to the conditions within this document and further conditions as provided for by the council. The funding provided may only be used for the purpose (or purposes) specified within this document and any unused grant should be returned to the Council. Voluntary Action North Lanarkshire shall notify the council immediately of any material change to the organisation or to the activities and/or services provided including any change to the office bearers and any changes of address of existing office bearers. Page 73 of 240
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Voluntary Action North Lanarkshire has a responsibility to report any suspicions of impropriety, fraud and irregularity to the council as soon as they come to light. Organisations should not wait for the outcome of investigations before reporting such matters. Any suspicions should be made known to the council. Failure to do so may be considered a breach of the conditions of funding. In entering this agreement, it is understood that anyone convicted of fraud should not stand as an office bearer for the organisation. The council should be notified immediately if this is not the case or if this changes at some point during the funding period. Voluntary Action North Lanarkshire undertakes to inform the council if at any time the intention is to dissolve the organisation or if it has not held a management meeting for six months. In the case of dissolution, the organisation must ensure that the procedures laid down within its constitution are complied with and that the council are informed in advance of any meetings held to action or discuss dissolution of the organisation. The organisation undertakes to return to the council any unspent grant monies and/or movable items purchased through grant monies. The funding from the council to the organisation is dependent upon successful progress towards achieving the agreed outcomes and performance measures. Any unused grant should be returned to the Council. The project must be free of any political bias and must not involve political campaigning. The construction, validity, performance and all other matters arising out of and in connection with these conditions of funding shall be governed by the Laws of Scotland. 6. Compliance with Statutory Requirements The provision of funding from the council is conditional on compliance with any current legislation governing the conduct of the organisation in receipt of funding including: - • The Companies Act 2006 (for incorporated bodies); • The Charities and Trustee Investment (Scotland) Act 2005 and The Charities Accounts (Scotland) Regulations 2006 (for registered charities); • The General Data Protection Regulation 2018 (for anyone holding personal data), and • Protecting vulnerable Groups (Scotland) Act 2007 (for anyone working with children or vulnerable adults). Page 74 of 240
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o The Equality Act 2010: Public Sector Equality Duty - although the onus of this Act is on public bodies, the Council requires that the organisations it funds should also pay due regard to the General Duty it outlines by noting the need to: - • Eliminate unlawful discrimination, harassment and victimisation and other prohibited conduct; • Advance equality of opportunity between people who share a relevant protected characteristic and those who do not, and • Foster good relations between people who share a protected characteristic and those who do not. 7. Operational Procedures 7.1 Conflict of interest - in making decisions which involve public money (which council funding is) it is imperative that all decisions are made in the public interest (and are seen to be made in the public interest) and not in the interests of any individual. All members of the organisation’s management group should declare any relevant personal interests that they have before any discussion takes place on a subject. Having done so they should take no part in the discussions and should have no influence on the decisions made, and this should be recorded in the minutes of the meeting. Individuals should be regarded as having an interest (financial or otherwise) in an activity or in the provision of an activity if: - • Any spouse, partner or close relative has an interest in it; • Any company of which he or she is a director, substantial shareholder or employee has an interest in it, or • Any organisation of which he or she is a management committee member, trustee, employee, voluntary worker or elected representative has an interest in it. • Complaints - the funded organisation shall provide and maintain a complaints procedure acceptable to the council and a copy of this shall be available to people using the activity. In accordance with its own complaints procedure the organisation will maintain a complaint register which will be made available to council officers on request. Employee Procedures - funded organisations and groups are required to recruit, employ and manage staff in a manner which is in line with their own equal opportunities policy and does not support any activity which is discriminatory. Governance - in entering into this agreement the council expects the funded organisation to comply with relevant and current proper management procedures for voluntary organisations. Page 75 of 240
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Insurance cover – Voluntary Action North Lanarkshire undertakes to properly insure all items and activities undertaken by this organisation. It further undertakes to indemnify the council from all costs and liability arising from its activities and from all claims at the instance of third parties which would not have arisen had this agreement not been entered into. Purchasing principles - all purchases, equipment and/or services paid for through council funding must remain under the ownership of the funded organisation and backed up with receipts. The organisation may be asked to submit these receipts as proof of expenditure and so should retain these for at least 2 years along with all financial records relating to the council funding and its subsequent expenditure. These financial records and any equipment purchased should be made available for inspection by Council Officers if requested. Procurement should be through open competition unless there are exceptional and convincing reasons to the contrary. Goods and services should be selected on the basis of value for money. A minimum of 3 tenders/quotations are required and sealed bid procedures should be used for all purchases in excess of £10,000 and for any lower value, but potentially contentious purchases. Ownership of Assets Unless otherwise agreed with the council, all land, buildings and moveable property with a value of £50,000 or more purchased with the aid of a council grant shall be owned by the council and shall not be disposed of during the funding period of the activity without consent of the council. In some cases, for example if the activity terminates prematurely, approval of the council to dispose of the assets will be required, and income from the disposal may need to be returned to North Lanarkshire Council. Where the ownership of such assets is not to rest with the council, then the approval of the council is required before they are purchased. Where land, buildings and moveable assets purchased with the aid of a council grant is worth less than £50,000, it is for the council to decide who should own the asset. If the ownership is to rest with someone other than the council, then it is the funded organisations responsibility to take steps to ensure that full value for money is achieved in the management of the assets in question and in realising the full value of all surplus assets. Page 76 of 240
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Termination of Agreement The council may terminate or suspend the grant funding if any of the following events occur: 1. The discovery of financial irregularities within the organisation 2. The discovery that the applicant organisation or its representatives have made material misrepresentations in the funding process 3. Failure to comply with council monitoring and evaluation processes 4. Use of grant funding for non-approved purposes 5. Insolvency of the applicant organisation 6. Material breach of these conditions. Page 77 of 240
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Signatories to the Service Level Agreement Signed on behalf of Voluntary Action North Lanarkshire … Maddy Halliday, CEO …………… Signed on behalf of North Lanarkshire Council Communities Team ……………………………………….. … Date Page 78 of 240
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Appendix One: Voluntary Action North Lanarkshire 1. Introduction VANL is the recognised support organisation for the Community and Voluntary sector in North Lanarkshire [also known as a “Third Sector Interface” (TSI)] with formal recognition by the Scottish Government. VANL is: • The recognised support organisation for the NL CVS as a whole VANL provides essential capacity building and other support to community and voluntary organisations across North Lanarkshire. There are an estimated 1,100 diverse community and voluntary organisations in NL ranging from small community groups supported only by volunteers; registered charities of differing sizes, many with staff and volunteers; social enterprises including housing associations and co-operatives. • The lead volunteering support organisation in NL Thousands of local people of all ages volunteer across NL each year, providing support to local people and communities. VANL promotes volunteering to help increase the numbers of volunteers in NL; supports volunteer-involving organisations; and supports matching of volunteers to volunteer roles. VANL also convenes the NL Volunteering Partnership to support cross-sector collaboration to strengthen volunteering, including employer-supported volunteering. • A community planning partner on behalf of the NL CVS VANL supports CVS engagement in all aspects of community planning, including Community Boards, Strategic Leadership Board. VANL also supports CVS contribution to the Plan for North Lanarkshire. VANL’s charitable objectives, vision, mission, values, strategic objectives and outcomes – which are set out below and are the basis of our Strategic Plan for 2021-24 - support delivery of the Plan for North Lanarkshire’s ambitions. Page 79 of 240
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2. Charitable objectives • Advance citizenship and community development, including rural and urban regeneration, the promotion of civic responsibility and the voluntary sector and the effectiveness of charitable/voluntary/community organisations. • Strive to promote benefits for the residents of North Lanarkshire; in particular, the advancement of education, the furtherance of health and the relief of poverty, sickness and distress by the promotion of voluntary service and developing volunteering within the local area. 3. Vision and Mission 3.1 VANL’s vision is a thriving and effective community and voluntary sector in North Lanarkshire which supports local people’s quality of life and well-being. 3.2 VANL’s Mission is to: improve the quality of life and wellbeing of North Lanarkshire’s citizens by fostering dynamic, inclusive communities through promotion and support for volunteering and the development of the voluntary and community sector. 4. Values VANL is a values-based organisation. Our approach to and delivery of our work is underpinned by our commitment to the following values. 4.1 Sustainable Quality of Life and Well-being VANL promotes and supports sustainable quality of life and well-being of North Lanarkshire’s people and communities, across environmental, economic and social issues. Page 80 of 240
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4.2 Equality and Human Rights VANL promotes and advances equality and human rights for the people of North Lanarkshire. 4.3 Empowerment VANL supports local people, communities and voluntary organisations to have voice and influence over the issues that matter to them, including the economy, jobs and income; housing; health and care services; transport; and the built and natural environment. 4.4 Collaboration and Partnership VANL is committed to working effectively with other organisations and individuals from all sectors to achieve shared goals which benefit the people and communities of North Lanarkshire. 4.5 Respect and Care for Others VANL shows and fosters respect and consideration for the people and communities of North Lanarkshire; the community and voluntary sector; our statutory and business partners; and all those that work for and with VANL. 4.6 Commitment to Excellence VANL is committed to enabling a culture of learning, improvement and innovation within VANL, the community and voluntary sector and the partnerships of which we are part - seeking to deliver high standards of work and achieve positive outcomes. VANL’s commitment to these values is demonstrated in various ways through the work we do as set out our “Working Together for A Better North Lanarkshire” website and also our: • Investors in People, Living Wage, Living Hours and Equally Safe at Work accreditations • commitment to being a Carers’ Positive and Disability Confident employer Page 81 of 240
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4. Strategic Objectives and Outcomes 4.1 Funding and Resources for the North Lanarkshire Community and Voluntary Sector Strategic Objective: VANL will work with the community and voluntary sector to clarify, communicate and fulfil their resource requirements to enable them to respond to local need more effectively. Specifically, VANL will: 1. support North Lanarkshire community and voluntary sector organisations to diversify their income sources, including grant funding from sources outside North Lanarkshire; public fundraising; corporate sponsorship; and trading 2. promote citizens’ involvement in their community through volunteering 3. promote employer-supported volunteering 4. work with North Lanarkshire community and voluntary sector and statutory sector to develop improved support for the community and voluntary sector paid and volunteer workforce 5. work with North Lanarkshire Council, other statutory partners and the community and voluntary sector to review local grant funding, procurement and access to community resources to identify and progress improvements. 4.2 Guidance and Training for the North Lanarkshire Community and Voluntary Sector Strategic Objective: VANL will provide and facilitate provision of guidance, support and training to NL’s community and voluntary sector so they are more able to respond to local needs effectively and evidence their contribution and impact. Page 82 of 240
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4.3 Effective Communication and Collaboration Strategic Objective: VANL will support effective communication and collaboration with and between local citizens and the community and voluntary sector and the statutory and private sectors. Achievement of this objective will be facilitated through: • information sharing and consultation – online and through events • community and voluntary sector networks and fora, including Community Boards • cross-sector partnerships • “co-production” (design, planning and delivery) of specific activities, interventions, programmes and projects, involving citizens, community and voluntary, statutory and private sector organisations. 4.4 Effective Engagement and Influence of the North Lanarkshire Community and Voluntary Sector Strategic Objectives: • VANL will support effective engagement and positive influence of the North Lanarkshire’s community and voluntary sector over the North Lanarkshire Partnership’s “Plan for North Lanarkshire” and the linked strategies and policies which support delivery of the Plan’s five high-level ambitions: - Improve economic opportunities and outcomes. - Support all children and young people to realise their full potential. - Improve the health and wellbeing of our communities. - Improve the ability, participation, and empowerment of our communities. - Improve North Lanarkshire’s resource base. • VANL will support North Lanarkshire’s community and voluntary sector to evaluate and report on how they contribute to achievement of the five ambitions of the Plan for North Lanarkshire. (Please see supporting document presented separately in Appendix Three.) Page 83 of 240
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5. Performance and Impact VANL is committed to being an effective organisation, delivering work of high quality which seeks to achieve desired outcomes. This commitment is facilitated through sound leadership, financial and people management, monitoring and evaluation, learning and continuous improvement arrangements. VANL is an accredited Investors in People organisation, achieving gold level recognition VANL’s approach to being an effective organisation is informed by guidance in two performance frameworks for non-profit organisations: • the UK Charity Excellence Framework • and the Scottish Lasting Difference Framework VANL staff capture and review relevant performance data including relevant activity data (inputs and outputs) and outcome data (customer satisfaction.) VANL will provide North Lanarkshire Council with six-month interim progress reports in autumn/winter each year, focussing on activities and an annual report in summer each year, which will include activity and outcome data based on customer satisfaction data. VANL will also communicate its progress and achievements more widely. Page 84 of 240
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1 North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☐ Yes ☒ No Ref SP/MC/GS Date 05/02/24 Recover NL (Environmental & Resilience Fund) Update Report From Stephen Penman, Chief Officer (Strategic Communication and Engagement) E-mail PenmanSte@northlan.gov.uk Telephone 07947 997750 Executive Summary The purpose of this report is to provide the Communities Committee with a progress update on the Recover NL (Environmental and Resilience Fund) which was approved by the Environment and Transportation Committee in May 2021. Community engagement and participation in a wide range of environmental projects has proven instrumental in fostering sustainable change across North Lanarkshire communities. By involving residents in the identification, planning, and delivery of initiatives, it has been demonstrated that communities can harness a range of benefits that extend beyond the environmental realm. Since the official launch of the fund in June 2021, 230 funding applications have been received with 222 applications approved for funding. A total the value of £474,000 will be awarded by the end of the 2023/24 financial year; and a further £96,000 of funds used to upgrade and purchase additional community resilience packs and also for marketing and promotions of the environmental projects and initiatives being delivered across our communities. The 2023/24 funding round is the last round of the Recover NL environmental funding programme. With this in mind, the report, and the case studies within it, will provide examples of key highlights and successes which demonstrate the positive outcomes achieved for the communities of North Lanarkshire. Recommendations It is recommended that the Communities Committee: (1) Consider the content of the report and appendices (2) Note the budgetary position of the funding stream and the plans to further promote the funding before it closes. (3) Review the case studies outlined in Appendix 7 and the positive outcomes secured for local residents and communities as a result of the Recover NL funding. (4) Recognise and acknowledge the significant contribution of our local community voluntary sector organisations to improve the environment of our communities, open spaces, parks, and greenspaces. The Plan for North Lanarkshire Priority Enhance participation, capacity, and empowerment across our communities Item 6 Page 85 of 240
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2 1. Background 1.1 In 2021, the council agreed to launch the Recover NL Programme, a key strand of this was the investment in a range of activities to help communities and partners in their efforts to support recovery from the Covid-19 pandemic. 1.2 A significant area of focus was around community environmental improvements. In order to kick start this work, North Lanarkshire Council agreed to invest £500,000 across a range of support mechanisms and initiatives that acted as a catalyst for communities and partners to meet the challenges within our local environments. 1.3 Further to this, the Environment and Transportation Committee agreed on the 20 May 2021 to allocate £400,000 of the available funding to support community identified environmental priorities. This was transferred to the Community Partnership Team to deliver the Recover NL (Environmental Fund) which this report will focus on. 1.4 In June 2021, the first round of the new funding stream was launched with eligible organisations able to apply for up to £4,000 or £5,000 if the project was being delivered in partnership with other organisations. Details of the fund was shared across all community boards and local partnerships, with wider communication via the council’s website and social media channels. 1.5 The funding was promoted multiple times across the remainder of the financial year, with £208,927.30 being awarded to 66 community and voluntary sector organisations. 1.6 During 2021/22 £40,000 was also utilised to upgrade and increase the number of winter resilience packs available across our communities. 1.7 Moving into the 2022/23 financial year, the balance of £150,000 was accrued to enable a second round of the funding stream to be delivered. Reflecting this smaller amount, the upper limits were reduced with single organisation able to request up to £3,000 or up to £4,000 for partnership projects. 1.8 During 2022/23, £136,000 was awarded to 96 community and voluntary sector organisations with the remaining balance of £14,000 being used for marketing and promotions and additional winter resilience kits. 1.9 In this current financial year 2023/24 the council approved the allocation of a further £130,000 for the delivery of a final round of the funding stream and an additional amount of £42,000, in support of winter resilience. 1.10 As it stands, the current Round 3 has allocated 97% of the available funding to 60 community and voluntary organisations. It is anticipated the remaining budget (£4150.00) will be awarded by 31 March 2024. Ambition statement (17) Ensure we keep our environment clean, safe, and attractive Programme of Work Transforming Places Page 86 of 240
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3 2. Report Recover NL (Environmental Fund) – Round 1 update 2.1 Following the launch of Round 1 in June 2021. A total of 66 organisations were approved for funding. Details are listed in Table 1 below. Table 1: Number of applications and total awards by Community Board area Area Number of Applications Total Amount Awarded Airdrie 9 £20,208.93 Bellshill 9 £41,468.93 Coatbridge 7 £20,769.76 Cumbernauld 8 £24,660.97 Kilsyth & Villages 6 £16,076.60 Motherwell 6 £16,675.82 Multi-ward 2 £7,696.00 Northern Corridor 5 £13,146.16 Shotts 10 £34,081.43 Wishaw 4 £14,141.69 Totals 66 £208,927.30 2.2 Appendix 1 provides details of the successful organisations and the value of the award allocated to them. 2.3 A further £41,072.70 was used centrally to upgrade and set up additional community Resilience Pack. Recover NL (Environmental Fund) – Round 2 update 2.4 Utilising the accrued balance of £150,000 from Round 1. Round 2 launched in April 2022 and operated throughout the 2022/2023 financial year. A total of 96 organisations were approved for funding. Details are listed in Table 2 below. Table 2: Number of applications and total awards by Community Board area Area Number of Applications Total Amount Awarded Airdrie 16 £23,425.43 Bellshill 14 £24,471.00 Coatbridge 11 £13,890.56 Cumbernauld 12 £18,952.34 Kilsyth & Villages 6 £7,789.98 Motherwell 10 £11,184.66 Multi-ward 0 0 Northern Corridor 10 £14,866.49 Shotts 5 £6,543.10 Wishaw 12 £11,955.13 Totals 96 £133,079.51 2.5 Appendix 2 provides details of the successful organisations and the value of the award allocated to them. Page 87 of 240
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4 2.6 A further £14,000 was used centrally to upgrade and set up additional community Winter Resilience Pack and for promotional and marketing activities. Recover NL (Environmental and Resilience Fund) – Round 3 update 2.7 The council allocated a further £130,000 to deliver one final round of the Recover NL funding stream. Round 3 launched in April 2023 and will operate throughout the 2023/2024 financial year, or until the available funds are fully distributed. A total of 60 organisations have been approved for funding between April and December 2023. Details are listed in Table 3 below. Table 2: Number of applications and total awards by Community Board area Area Number of Applications Total Amount Awarded Airdrie 11 £15,479.13 Bellshill 8 £14,608.63 Coatbridge 10 £14,608.63 Cumbernauld 7 £11,447.39 Kilsyth & Villages 2 £1,129.84 Motherwell 7 £15,501.56 Multi-ward 0 0 Northern Corridor 6 £14,337.34 Shotts 5 £6,146.59 Wishaw 4 £6,146.59 Totals 60 £101,032.43 2.8 Appendix 3 provides details of the successful organisations and the value of the award allocated to them. 2.9 A further £42,294 was used centrally to upgrade and supply additional community Resilience Packs for use by our local communities. The packs contain items such as snow shovels, torches, cold weather grip gloves, hand warmers, emergency foil blankets and first aid kits, and this year two-way radios, megaphones, and other materials to assist with local communications have also been made available. 2.10 Additionally for this final round, the funding stream was extended to allow organisations to apply for funding for equipment and resources in support of winter resilience, and wider community resilience and preparedness and response during challenging seasons or events. Funding usage 2.11 The majority of the awarded funding was used for the purchase of equipment and resources for use by the community volunteers during the specific project and afterward to sustain the environmental improvement delivered. 2.12 Appendix 4 provides a sample of the equipment, machinery, materials, and supplies that have been purchased using the Recover NL funding. Community Engagement 2.13 Since the launch of Recover NL (Environmental Fund) a comprehensive engagement approach has been used to promote and raise awareness of the funding stream. 2.14 Our Strategic Communications team also created a brand identity for the Recover NL work and also launched a social media campaign to promote the funding opportunity. Page 88 of 240
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5 2.15 Parallel to this, the Community Partnership Team developed a simplified application form (Refer to Appendix 5) to encourage wider uptake and participation, and clear and concise guidelines were also developed. 2.16 The approach began with communication across a variety of channels, such as email, social media platforms and website news articles to reach as many community and voluntary sector organisations as possible. This included a targeted email campaign across all community boards and our community matters network. The focus was to disseminate information about the funding opportunity, emphasising the opportunity for organisations to act on community-identified environmental improvements. 2.17 Alongside this, the Community Partnership Team made direct contact with organisations, offering advice and assistance as necessary. Importantly, focusing on encouraging participation. This was further complimented by our community planning partners who also shared details of the funding. 2.18 To sustain momentum, the communication and engagement has continued throughout each funding round. Additionally, success stories from funded projects have been regularly showcased through photocalls, and news and website updates. A number of organisations have also been visited by the Provost who has been very interested and supportive of the important projects being delivered by the Community and Voluntary Sector organisations. 2.19 Finally, as part of the process the Community Partnership Team has, when necessary, provided ongoing support and capacity building to organisations, providing mentorship, and linking them to other resources. Outcomes and Impacts 2.20 It has been well documented, that the positive impacts stemming from community-led environmental and open space projects are multifaceted and far reaching. Initiatives, driven by local residents, foster a sense of ownership and commitment, amplifying the projects longevity and sustainability. 2.21 Self-determination by communities to improve their own circumstances often results in an asset-based approach being used. With communities harnessing local knowledge, skills, and expertise to find practical solutions for community issues. 2.22 The level of submitted applications is testament to the innovative ideas, and diverse perspectives to find bespoke solutions that address specific environmental challenges facing communities across North Lanarkshire. 2.23 Appendix 6 contains a case study from each community board area. Collectively, these demonstrate the range of projects undertaken and the outcomes from the delivery that came as result of the investment. 2.24 Table 4 below, highlights the general and wider impact of the 200 plus community- identified, designed and delivered environmental and open space projects: Table 4: Summary of various outcomes / impacts achieved from the funded projects Outcomes / Impacts Description Environmental improvements ➢ Enhancements in air quality through increased greenery ➢ Preservation and restoration of local ecosystems Page 89 of 240
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6 2.25 Projects identified and driven by community input and participation are more likely to have lasting effects. Communities can adapt initiatives over time, ensuring they remain relevant and effective in the face of evolving environmental challenges. This will enable them to have a continued longer-term impact. Budget Position 2.26 97% of the available funding has been allocated and distributed, with approximately £4150.58 still available. One final round of promotional activity and targeted approaches will be completed between now and the end of the financial year. It is anticipated that the funds will be fully committed by this point. However, some of the ➢ Reduction in waste through recycling initiatives ➢ Sustainable water management strategies Community engagement ➢ Heightened sense of ownership and pride in the community ➢ Increased social cohesion and sense of belonging ➢ Strengthened relationships among community members ➢ Empowerment through active participation Health and Wellbeing ➢ Improved physical health due to access to green spaces and active lifestyles ➢ Enhanced mental well-being and reduced stress ➢ Promotion of healthier living and eating habits through community gardens and growing projects Contribution to education and learning ➢ Learning experiences for community members involved in project planning and implementation ➢ Opportunities for environmental education and awareness-raising among residents ➢ Interaction and communication facilitates knowledge sharing Infrastructure enhancement ➢ Upgraded infrastructure including improved streetscapes, pathways, lighting, and recreational and amenity areas ➢ Improved accessibility for community members, including the elderly and people with disabilities Cultural and community perception ➢ Preservation and celebration of local culture, heritage, and identity ➢ Beautification of neighbourhoods and public spaces, enhancing the overall aesthetic appeal Page 90 of 240
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7 latterly approved projects will likely require additional time throughout 2024 to be completed. 3. Measures of success 3.1 Outcomes delivered by the Grant Funded Organisations meet those set out in their applications. 3.2 Funding allocated to organisations from all nine community board areas with wider benefit for local communities. 3.3 Compliance with Following the Public Pound requirements and accountability and transparency of the funding allocation, monitoring, and reporting procedures. 3.4 Increased number of local community groups involved in the delivery of community led environmental and resilience projects. 3.5 Identification of examples of best practice which can be used to promote the impact of this investment and to encourage community participation / delivery of community identified improvement projects. 4. Supporting documentation 4.1 Appendix 1 – Funding Awards 2021-2022 4.2 Appendix 2 – Funding Awards 2022-2023 4.3 Appendix 3 - Funding Awards 2023-2024 4.4 Appendix 4 – Examples of equipment and resources funded 4.5 Appendix 5 – Copy of funding application form 4.6 Appendix 6 – Case Studies Stephen Penman Chief Officer – Strategic Communication and Engagement Page 91 of 240
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8 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 92 of 240
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9 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? All of the organisations funded via the Grant Programme have delivered 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 93 of 240
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10 Appendix 1 Funding Awards Financial Year 2021 – 2022 Community Board Organisation Airdrie Bear Necessities Cairnhill Community Council Caldercruix Community Council Diamonds in the Community Friends of Centenary & West End Parks Hillrigg Allotment Association Hilltop Primary Parent Council Plains Community & Schools Allotments St Andrew's Hospice (Lanarkshire) Bellshill Bellshill & Mossend YMCA Bellshill Community Council Lanarkshire Muslim Welfare Society The Birkenshaw Development Project Thorniewood Community Council Viewpark Conservation Group Viewpark Family Centre Association Viewpark Gardens Allotments VIP Arts and Sports Academy Coatbridge Albion Rovers Community Trust Elutheria Co Ltd (The Safety Zone) Friends of Monklands Canal Kirkshaws Neighbourhood Centre Our Zone Quality Childcare Parent Action for Safe Play Whifflet Tenants and Residents Association Cumbernauld Cumbernauld Environmental Society Westerwood Community Council Watch Us Grow The Scottish Centre for Children with Motor Impairments Cumbernauld Village Community Council Cumbernauld Action on Care of the Elderly Kildrum Community Council Palacerigg Community Trust Kilsyth Kilsyth Community Council Rotary Club of Kilsyth Kilsyth & Villages Community Forum The Marvels Banton and Kelvinhead Community Council Page 94 of 240
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11 Motherwell African Collaboration Group Forgewood Housing Co-operative George Street Park Regeneration Group New Opportunities Project Newarthill Community Council RSPB Lanarkshire Local Group Multi-ward Ubuntu Scotland The Conservation Volunteers Scotland (Seven Lochs Project) Northern Corridor Auchinloch Community Council Cardowan Community Meadow Stepps Community Development Trust Glenboig Development Trust Northern Corridor Community Volunteers Shotts Hartwood Community Development Group The Salvation Army in Shotts Harthill, Eastfield, Greenrigg & District War Memorial Association Benhar Youth & Activities Club Salsburgh Boxing Club Salsburgh Living Heritage Salsburgh Community Council Shotts Getting Better Together Crochet and Chatter Village Hall (Harthill & District) Wishaw Go Kids Performing Arts Scotland ML2 Action Sports Group CIC (T/A Socialtrack) Garrion People Housing Cooperative Newmains & District Community Council Page 95 of 240
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12 Appendix 2 Funding Awards Financial Year 2022 – 2023 Community Board Organisation Airdrie Upperton Residents Association Plains Community Futures Hillrigg Allotments Association Friends of Centenary & West End Parks Woodhall, Faskine and Palacecraig Conservation Group (Airdrie & Coatbridge) Friends of Centenary & West End Parks Whinhall Allotments Association Hilltop Parent Council Bear Necessities Caldercruix Community Council Glengowan Primary School and Nursery parent Council Plains Community Futures (APP 1 – carry over) Plains Community Futures (APP 2) Craigneuk Allotment Association Bellshill VIP Arts and Sports Academy Viewpark Family Centre Association Ltd Lanarkshire Muslim Welfare Society Viewpark Conservation Group Uddingston Pride Bellshill St Andrews United Free Church Utheo Ltd Burnhead Bowling Club Viewpark Conservation Group VIP Arts and Sports Academy Lochview Residents Association Breahead Park Tenants and Residents Association Bellshill Men’s Shed Thorniewood Community Council Coatbridge Carnbroe Community Action for Residents Friends of Monklands Canal Kirkshaws Neighbourhood Centre Friends of Dunbeth Park Group Coatbridge Indoor Bowling Club (Airdrie & Coatbridge) Kanokwai Judo Club North Lanarkshire Muslim Women Alliance Friends of Monklands Canal 2nd Coatbridge Scout Group Kirkshaws Neighbourhood Centre SCIO Page 96 of 240
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13 Whifflet Tenants and Residents Association Cumbernauld Cumbernauld Village Community Council Westerwood Community Council Cumbernauld Environmental Society Cumbernauld Theatre Trust Kildrum Community Council Airdriehead Community Allotments Cumbernauld Village Community Council Cumbernauld & Kilsyth Nursery Abronhill Regeneration Forum Kildrum Community Council Abronhill Parish Church Craigmarloch Community Council Kilsyth Friends of Kilsyth Friends of Colzium Croy Community Hub Kilsyth & Villages Community Forum Motherwell Craigneuk Lifelong Learning Association Glencassels Community Development Project African Collaboration Group Newarthill Community Council The Economic Forum for Women Empowerment Scotland Lanarkshire Deaf Club Glassford Tower Tenants Association New Opportunities Project Ladywell Parents and Teachers Association Northern Corridor Cloudberry Communities Ubuntu Scotland Marnock Football Club Stepps Community Development Trust Auchinloch Community Council Glenboig Development Trust Gartcosh Primary School Parent Council Cardowan Community Meadow 2nd Clyde (Moodiesburn) Scouts St Barbara's Primary School Parent Council Shotts Friends of Hartwood Paupers Cemetery / Graveyard Dykehead Primary School Parent Council Hartwood Community Development Group Getting Better Together Ltd Shotts EU Congregational Church Wishaw Go Together Newmains Community Trust 2nd Wishaw Boys Brigade Company Sunart Street Tenants and Residents Association Page 97 of 240
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14 Drummond Drive Tenants and Residents Association MADE 4U in ML2 St Thomas Parent Council Overtown Brighter Village Association ML2 Action Sports Group (Socialtrack) Cleland Community Council St Ignatius Primary School PC/PTA Page 98 of 240
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15 Appendix 3 Funding Awards Financial Year 2023 – 2024 Community Board Organisation Airdrie St Andrew's Hospice (Lanarkshire) Bear Necessities Clarkston Primary School PTA Upperton Residents Association CABIA Friends of Centenary & West End Parks Caldercruix Community Council Plains Allotments Group Hilltop Parent Council Cairnhill Community Council Bellshill Lanarkshire Muslim Welfare Society Braehead Park Tenants and Residents Association VIP Arts & Sports Academy Bellshill St Andrew's United Free Church of Scotland Utheo Ltd Grow Uddingston Burnhead Bowling Club Viewpark Family Centre Coatbridge Kirkshaws Neighbourhood Centre Parent Action for Safe Play Friends of Monkland Canal Albion Rovers Community Trust Kirkshaws Neighbourhood Centre Carnbroe Community Action for Residents Cliftonville and Coatdyke Community Group Whifflet Tenants and Residents Association Langloan Tenants and Residents Association Cumbernauld 1st Cumbernauld Boys Brigade Cumbernauld Village Community Council Cumbernauld Environmental Society Westerwood Community Council Cumbernauld YMCA Kildrum Community Council Condorrat Community Council Kilsyth The Storehouse Church Queenzieburn Community Centre Page 99 of 240
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16 Motherwell Newarthill Community Council Forgewood Allotment Group African Collaboration Group The Good Deed New opportunities Project The Well Society OutLET: Play Resource Northern Corridor Northern Corridor Community Volunteers Cardowan Community Meadow Friends of Gartcosh Glenboig Development Trust Auchinloch Community Council Chryston Primary School Parent Council Shotts Dykehead Primary Parent Council Friends of Hartwood Paupers Graveyard Allanton PS Parent Council and Friends of Allanton Primary Salsburgh Community Council Getting Better Together Wishaw ML2 Action Sports Group T/A Socialtrack Orchard Primary School and Nursery Parent Council Cambusnethan Tenants and Residents Committee Parish of St Aidan Church Group Page 100 of 240
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17 Appendix 4 Examples of Equipment and Resources Purchased Theme Equipment / Resources Environmental / Gardening PPE 1. Hi-vis jackets / vests 2. Gloves 3. Safety goggles 4. Ear defenders 5. Safety work boots 6. Wellington Boots 7. Waterproof jackets 8. Knee pads 9. Disposable gloves Electrical Graden Equipment / machinery 1. Cordless Lawnmowers 2. Ride-on mowers 3. Strimmers 4. Brush-cutters 5. Chainsaw 6. Hedge Trimmer 7. Leaf-blowers 8. Chipper unit 9. Petrol tillers / rotavators Gardening Hand Tools 1. Hoes 2. Rakes 3. Secateurs 4. Spades 5. Shovels 6. Weeding forks 7. Shears 8. Garden sieve 9. Trowels 10. Pruning loppers 11. Childrens garden tool sets General tools, equipment, and resources 1. Strimmer wire 2. Extension cords 3. Wheelbarrow 4. Brushes 5. Buckets 6. Surface roller 7. Garden trolley 8. Ladders 9. Watering cans 10. Saws 11. Hammers 12. Multi-tool sets 13. Demolition bar 14. Collapsible water carriers Page 101 of 240
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18 15. Security padlocks Storage 1. Potting sheds 2. Tool storage units 3. Garden sheds (timber and metal) 4. Lockable storage furniture 5. Storage boxes 6. Heavy duty shelving units 7. Trailer Power Tools 1. Drills 2. Angle Grinders 3. Saw Fencing and timber products and associated materials 1. Timber 2. Fence slats / posts / rails 3. Postfix 4. Nails 5. Screws 6. Fence panels and screens 7. Trellises 8. Decking boards 9. Rail sleepers 10. Timber pegs 11. Picnic tables Community Clean-up’s 1. Litter pickers 2. Bin bags 3. Power Washers 4. Bin bag holders Recycling 1. Shredders 2. Composting bins 3. Water butts 4. Picnic Tables and benches 5. Incinerator bins Lighting 1. Security lighting 2. Solar lighting 3. Solar path lighting Streetscene furniture 1. Benches 2. Pergola Painting materials 1. Paint 2. Fence treatments 3. Paint brushes Growing materials and supplies 1. Topsoil 2. Composts 3. Bulbs 4. Plants 5. Flower seeds 6. Shrubbery 7. Trees 8. Hanging baskets 9. Water retaining crystals 10. Raised beds 11. Planters 12. Miracle-grow Construction materials 1. Decorative stone for bollards Page 102 of 240
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19 2. Decorative chips 3. Surface materials 4. Pathway edging stones Environmental / habitat resources 1. Bug hotels 2. Bee habitats 3. Bird feeders Community Resilience 1. Salt 2. Grit 3. Salt spreader 4. Grit bins 5. Snow clearer / shovel 6. Jump starter pack 7. Generator 8. Industrial lighting 9. Solar lighting Page 103 of 240
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20 Appendix 5 Application Form Please read the full guidance notes before filling in the application form. Complete all sections and answer all questions. Applications can be submitted any time whilst funding remains available. Each community board area has been allocated a share of funding based on population size and deprivation statistics. Since funding is different across all community board areas, you are strongly encouraged to apply as early as possible. Please note, that all applications are assessed and scored. If your application is successful; the level of funding award will depend on your overall score. You may receive less funding than what has been requested. Please check our website to ensure that we are still accepting applications: Section 1: Organisation/group details A) Name of organisation B) Does your organisation have a constitution? YES ☐ NO ☐ If the answer is no, you may still be able to apply. Please refer to the guidance notes and email: RecoverNLEnvironmentalFund@northlan.gov.uk C) Type of organisation ☐ Registered charity ☐ Company limited by guarantee ☐ Unincorporated club or association ☐ Scottish charitable incorporated organisation (SCIO) ☐ Community interest company ☐ Other (please explain) ________________________ D) Which North Lanarkshire Community Board area(s) does your group/organisation work within? (Please select all that apply) ☐ Cumbernauld ☐ Kilsyth and Villages ☐ The Northern Corridor ☐ Airdrie ☐ Coatbridge ☐ Wishaw ☐ Bellshill ☐ Motherwell ☐ Shotts E) Did you apply for funding last year? YES ☐ NO ☐ If you were successful, how much funding did you receive? £ Section 2: Main contact A) Name Recover NL (Environmental Funding) Grant Application Form (2023-2024) Page 104 of 240
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21 B) Position in the organisation/group C) Address D) Email E) Telephone number Section 3: Contact details for secondary contact A) Name B) Position in the organisation/group C) Address D) Email E) Telephone number Section 4: Joint Applications A. Is this a joint application with other partner organisations? YES ☐ NO ☐ If yes – please answer the rest of the questions in this section B. Name of partner organisation / group C. Who is the main contact for this organisation/group? D. What is their email address? E. What is their Telephone number F. Is the organisation / group constituted? YES ☐ NO ☐ G. Have you received permission to submit a joint application on behalf of the partners involved? YES ☐ NO ☐ Section 5: About your organisation / group We would like to know more about your organisation / group, please tell us about: - A. The work you do and/or activities you provide B. Which communities / neighbourhoods do you operate in? C. Any partners you work with D. Paid employees Number of employees E. The number of members / volunteers you have Number of members Number of volunteers Page 105 of 240
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22 Page 106 of 240
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23 Section 6: About your application A) List the equipment and materials you are applying for, including the name, make and model. All equipment must be costed individually with quotes provided for each. For a single application you can request up to £3,000. For a joint application you can request up to £4,000. (If your list is more than 15 items, please insert more rows). Item (add one item per line) Shop / Supplier Cost 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Total costs Page 107 of 240
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24 B) Amount of funding being requested? Please tell us how much grant funding you are requesting? Note: This cannot be more than the total cost listed in Section 6A above £ C) Tell us about your proposed activities / projects? Provide a brief overview of the activities / projects that you will use the equipment and materials on. D) What difference will the funding make for your community? Provide a brief description of how the funding will make a difference to the environment within your community? E) Additional information (use this space to provide other relevant information) For example: - When do you hope to start the work? How many people will be involved? Can members of the community get involved? How will you raise awareness of the project/activities etc. Section 7: Signature I confirm that the information given on this form is accurate to the best of my knowledge. Furthermore, I hereby confirm that the grant will not be used for any other purpose than stated above. Signed Date Please return your completed application form along with a copy of your constitution and a copy of your group/organisation’s bank statement to: RecoverNLEnvironmentalFund@northlan.gov.uk Data Protection / UKGDPR: The data you supply to us will be held and processed under the terms of the UKGDPR and the Data Protection Act 2018. The information you provide will be held electronically. It will only be used to enable a decision to be made about whether a grant to your group or organisation may be approved. We might give copies of all or some of this information to individuals and organisations we consult Page 108 of 240
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25 with when assessing applications, administering the programme, monitoring grants, and evaluating funding processes and impacts. We might use data you provide for research purposes. We recognise the need to maintain the confidentiality of vulnerable groups. Individual recipients of the grants/programmes will not be identified but the organisations in receipt of funding may be. Page 109 of 240
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26 Appendix 6 Case Studies Recover NL (Environmental Funding) Case Study Name of Organisation Friends of Hartwood Paupers Cemetery/Graveyard Year of Application 2022 -2023 ☐ 2023 - 2024 ☒ Funding Allocated £3000 Project Completed Click or tap to enter a date. The notes and questions inside the grey boxes are there to guide you. Please consider them if you are unsure what to write. You do not need to answer every question inside the boxes, but please try to complete all sections and you can add other information that you think will be helpful to us. Overview of Organisation • Short description of organisation • Key aims / objectives The Lanarkshire Lunatic Asylum opened its doors on 14th May, 1895, in Hartwood and the same year, the cemetery received its first soul on 24th August. There are 1255 identified souls interned within 634 graves, with ages ranging from 6 days to a reported 115 years old, according to records. Each lair is 5 feet deep, males and females were never interred together, a reflection on Victorian values and buried in twos, but there are a few of which contain 3 souls. Most of the graves are only marked with a cast iron marker denoting the lair number, of which a few are still visible. The last burial was on 11th April, 1952, as the cemetery had reached capacity after being in operational use for only 56 years. Page 110 of 240
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27 This organisation restores and maintains the old asylum graveyard in Hartwood. They highlight the journey of mental health over the past 150 years, whilst providing a safe place for others to learn, volunteer or even just to relax. They provide green therapies such as gardening, growing and nurturing seeds to plants and enhancing the nature that surrounds the area by installing bird boxes. Details of Project • How was the Recover NL grant used? What did you do? Details of project / initiatives delivered. • Which community or communities did the project cover? • Why was the project needed? The grant is being used to put in place a composting toilet for the use of the volunteers. The cemetery is in a remote area of Hartwood so this new provision will enable more efficient use of time. At present volunteers must walk or drive back to their homes which impacts on their time spent within the project site. Outcomes / Impact • Did you do the things you set out to do? • What environmental improvements and /or winter resilience work was achieved • How many volunteers where involved? • How many volunteering hours was delivered in total? • Has the project made a difference to local people and local communities? • Has there been any other benefits from this project. For example – did volunteers learn news skills, have more residents been using community spaces etc. • Did you work with any other organisations, and if yes – what were the benefits of the partnership? The organisation has 40 volunteers who support the project in numerous ways by offering their effort freely. There are key partners in the delivery including LAMH in Wishaw and NLC Restorative Justice who provide project support. The composting toilet will also allow for nitrogen rich compost which can then be used for gardening and other purposes. This form of sustainable practice will reduce the carbon footprint related to the wider work programme. Friends of Hartwood Paupers Cemetery/Graveyard have recently received funding from various sources such as the heritage lottery fund and from this several positive promotional benefits which has seen a large increase in enquiries relating to their role. The work is ongoing but has been enhanced by recent television publicity through the BBC and Discovery Channel. Future • Is there other Environmental Projects that would be of benefit to your local community? • Is your organisation planning to deliver any similar types of projects? A future beehive is planned, and they partake in general environmental recycling and clean ups. However, more importantly this is a place where people can build friendships, self-worth, and a purpose. Page 111 of 240
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28 Contact Details: Contact Name Loraine Duncan Position within Organisation Vice chair / founder Email Address Hartwood Graveyard <hartwoodgraveyard@gmail.com> Website Home Friends of Hartwood Paupers Cemetery (fohpc.com) Page 112 of 240
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29 Recover NL (Environmental Funding) Case Study Name of Organisation Kildrum Community Council Year of Application 2022 -2023 ☒ 2023 - 2024 ☒ Funding Allocated £2000 – Encouraging Responsible Dog Ownership £3527.63 – Kyle Road/Jacqueline’s Garden (joint application) Project Completed 31 March 2024 The notes and questions inside the grey boxes are there to guide you. Please consider them if you are unsure what to write. You do not need to answer every question inside the boxes, but please try to complete all sections and you can add other information that you think will be helpful to us. Overview of Organisation • Short description of organisation Community Council • Key aims / objectives Kildrum Community council is made up of people who care about their community and who want to make their local area a better place to live. They have an important role in local democracy, representing local people's views about services to them and other agencies. Projects recently undertaken helping with environmental projects; organising local Challenge Poverty Events, representing the community council's interests in the activities of other organisations; Kings Coronation Event for Kildrum, campaigning on local environmental issues: Dog Owner Campaign and carrying out local surveys – impact of poverty on dog owners. Page 113 of 240
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30 Details of Project • How was the Recover NL grant used? What did you do? Details of project / initiatives delivered. The grant(s) were used for: 1. Jacqueline’s Garden: Environmental improvements to disused and neglected piece of land turning an overgrown piece of land into a community garden with planting that encourages birds, insects and hedgehogs with a sensory area where people can sit. 2. Responsible Dog Ownership Campaign: Local campaign to encourage responsible ownership was run over social media, providing dog waste bags any dog owner who needed them. Working with NLC to identify the most appropriate location for Waste Bins. • Which community or communities did the project cover? Kildrum • Why was the project needed? 1. The area developed was unsightly and community members via Kildrum Community Council requested the area be improved. 2. Dog Ownership had increased during Covid which led to an increase of dog ownership and irresponsible behaviour by some owners and the CC wanted to challenge attitudes. Outcomes / Impact • Did you do the things you set out to do? Dog Owner Campaign: They have achieved all the outcome from – good uptake from community and noticeable difference – more dog owners picking up after their dogs and a marked improvements has been identified by the community. Jacqueline’s Garden: Environmental improvements and ongoing development continuing to involve the local community. • What environmental improvements and /or winter resilience work was achieved Attitudinal changes – links to Council Service Environmental improvements to an undeveloped area • How many volunteers where involved? Dog Owner Campaign - 3 Jacqueline’s Garden - 10 • How many volunteering hours was delivered in total? 100 hours approximately • Has the project made a difference to local people and local communities? Yes Page 114 of 240
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31 • Has there been any other benefits from this project. For example – did volunteers learn new skills, have more residents been using community spaces etc. Partnerships have been developed with local shops and business to help with the campaign targeting irresponsible dog owners. Volunteers have learnt new skills and a disused piece of land has been developed. The environment impact on local wildlife (bird feeders and bug hotels installed) to encourage a rich diversity of plants and butterflies. Did you work with any other organisations, and if yes – what were the benefits of the partnership? Watch Us Grow, Kyle Community Garden Future • Is there other Environmental Projects that would be of benefit to your local community? Yes – further work a JG and Kyle Garden area to be made more attractive and reduce isolation. Inter-generational project being set up to ensure long term sustainability. • Is your organisation planning to deliver any similar types of projects? Yes, in the future if the opportunity is available. Contact Details: Contact Name Kay Dunlop Position within Organisation Chairperson Email Address kildrumcc@gmail.com Website Kildrum Community Council Page 115 of 240
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32 Recover NL (Environmental Funding) Case Study Name of Organisation Croy Community Hub Year of Application 2022 -2023 ☒ 2023 - 2024 ☐ Funding Allocated £2500 Project Completed 01 December 2023 The notes and questions inside the grey boxes are there to guide you. Please consider them if you are unsure what to write. You do not need to answer every question inside the boxes, but please try to complete all sections and you can add other information that you think will be helpful to us. Overview of Organisation We are a growing local charity, managing a community led facility, with the aim and hope to bring to the area a variety of services, supports and activities to encourage socialising, support an improvement in mental health and wellbeing, and reducing isolation. We also work with local partners including NLC in carrying out work which contributes to the local outcome improvement plan, including food and financial insecurity. Details of Project Project: Identify a suitable location and install a permanent rooted Christmas tree within Croy village and purchase solar lighting. It's always the centre of any festivities in many local towns and villages, the erection of a Christmas tree to raise community spirit. We applied for funding to turn our annual expense for having a temporary tree installed in the village, as well as it being removed and lit, into a permanent tree the community can be proud of, and a long-term fixture to the village. With our 2022 costs having totalled almost £650, for a temporary tree, and the ongoing cost of living crisis, being able to secure the funding to install this permanent tree to the village, has meant that for the many future years it’s in place, costs have reduced significantly. Having the opportunity to successfully obtain the funds and carry out the work to have the tree installed, has allowed us to build on the growing community spirit, particularly around Christmas time and help raise awareness of our organisation. We asked local people to support the process of the tree installation & maintenance and have developed a core band of volunteers who can support the delivery of the light switch on each year and additional festive projects and events within the village. Page 116 of 240
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33 Outcomes / Impact • Did you do the things you set out to do? Yes. We liaised with NLC Land Maintenance on the location of a suitable site for the tree. We also sourced a local company to supply and plant the tree. The tree was planted in time for the festive period beginning December 2023. • What environmental improvements and/or winter resilience work was achieved Having received the funding provided by the environmental fund, we were able to source, plant, and purchase our very own real Christmas tree, along with suitable battery powered lighting for use within the community over the coming years. Originally, the annual cost of sourcing and connecting a temporary tree was substantial. However, it was our plan and aim to reintroduce longer-term Christmas traditions and festive spirit to the community. This initiative is intended to reduce the future ongoing challenge of the annual cost associated with arranging temporary installations and ensure the community has the availability of the tree to bring the Christmas spirit to the community as the centre of the plans each year. • How many volunteers where involved? 0 - However, as identified, we would like to establish this as a new tradition now that the tree has been installed and create more opportunities around the festive period each year. We aim to develop a new festive committee to support this initiative, comprised of local volunteers, who will also help support the future maintenance requirements of the tree. • How many volunteering hours was delivered in total? 0 • Has the project made a difference to local people and local communities? As the project has only recently been completed, we are yet to fully evaluate the impact it has had on the local people and community. It is hoped that it will raise community spirits and bring festive cheer for many generations in the village. Numerous members of the local community have already shared positive feedback and messages on social media regarding the recently planted tree in our community, expressing how nice it looks and with other communities not having any how it would be great to replicate in other areas. We'd like to use this as the start of our plans for 2024 • Has there been any other benefits from this project. For example – did volunteers learn news skills, have more residents been using community spaces etc. To date, there have been no instances, but we aspire to ensure that more people acquire new skills in the years to come as part of the growing volunteers in our organisation. • Did you work with any other organisations, and if yes – what were the benefits of the partnership? We worked with NLC Community Partnership team who supported us in completing the application and NLC Land Maintenance who were able to advise on the suitability of our chosen site for the tree. No other third-sector groups were involved in the planning or arrangement of the Christmas Tree for the initial phase. Our plan is to expand on this in 2024 and would like to involve the local school in this and organise an annual festive light switch-on event too. Page 117 of 240
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34 Future • Are there other Environmental Projects that would be of benefit to your local community? The community would benefit from several other projects involving disused areas of land such as the old playpark near Barbegs Road and the old ash football pitch. We have had initial discussions with relevant officers from NLC in order to explore the feasibility of further projects. • Is your organisation planning to deliver any similar types of projects? We are hoping to create a community garden by developing unused land near Taggart Road, we have applied to the LDP for funds to support this. This project will support the improvement of local people’s mental health and wellbeing and provide opportunities to learn new skills. We would also aim to ‘grow our own’ vegetables for use in our community pantry. Contact Details: Contact Name Kris Louden Position within Organisation Project Development & Facilities Manager Email Address Kristofer.louden@croycommunityhub.co.uk Website Croy Community Hub | Glasgow (facebook.com) Page 118 of 240
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35 Recover NL (Environmental Funding) Case Study Name of Organisation Friends of Gartcosh Year of Application 2022 -2023 ☐ 2023 - 2024 ☒ Funding Allocated £2975 Project Completed 31 December 2023 The notes and questions inside the grey boxes are there to guide you. Please consider them if you are unsure what to write. You do not need to answer every question inside the boxes, but please try to complete all sections and you can add other information that you think will be helpful to us. Overview of Organisation Friends of Gartcosh group is an unincorporated organisation who run free community events for local people of all age groups. Their main focus is developing and maintaining a community garden site in the centre of Gartcosh village. The organisation links in with Gartcosh Primary School, Gartcosh Parent & Toddler group and Northern Corridor Community Volunteers to provide activities within the community garden facility, including volunteering opportunities for local people. In addition, the group links with local nurseries and Gartcosh History Group to ensure a wider community involvement in environmentally improving activities throughout the year. Details of Project Funding enabled the organisation to build on previous unfunded activity, including creation of 17 wooden raised beds to grow a variety of crops. This project will improve the community garden site by enabling beds to be taller and deeper so that they are more accessible and will support local people with mobility issues. In addition, project activity will allow for better drainage to be created which will in our help reduce pest problems given ongoing climate conditions. All age ranges in the Gartcosh area will be involved in project activity. Page 119 of 240
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36 Outcomes / Impact • Did you do the things you set out to do? Yes, all planned activities have taken place or are continuing on an ongoing basis. • What environmental improvements and /or winter resilience work was achieved? A range of crops have been planted for growth. This will further develop an area of Gartcosh that will have increased greenspace development for the benefit of local people. • How many volunteers where involved? 20+ local volunteers were/are involved. Numbers are regularly increasing each week. • How many volunteering hours was delivered in total? 6 per week x 10 weeks to date (60 hours), as of mid-December ’23. • Has the project made a difference to local people and local communities? Yes. Older people with mobility issues have been able to either take part or increase their involvement as a result of additional project activity. • Has there been any other benefits from this project. For example – did volunteers learn new skills, have more residents been using community spaces etc. New residents have taken part in accessing a valuable greenspace facility within their local community. • Did you work with any other organisations, and if yes – what were the benefits of the partnership? Young people from the local primary school and nursery have taken part in project activity. Future • Is there other Environmental Projects that would be of benefit to your local community? Further development of those dedicated greenspace facility would enable a greater number of local people to participate and benefit from outdoor activities. Feedback from participants indicates improved mental wellbeing and increased levels of social networking. • Is your organisation planning to deliver any similar types of projects? We intend developing our current activities to encourage greater numbers of local people to access a key community-based outdoor facility. Page 120 of 240
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37 Contact Details: Contact Name Charlotte McKinstry Position within Organisation Treasurer Email Address charlottemckinstry@hotmail.co.uk Website Page 121 of 240
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38 Recover NL (Environmental Funding) Case Study Name of Organisation Drummond Drive Tenants & Residents Association Year of Application 2022 -2023 ☒ 2023 - 2024 ☐ Funding Allocated £1339.02 Project Completed 31 August 2023 The notes and questions inside the grey boxes are there to guide you. Please consider them if you are unsure what to write. You do not need to answer every question inside the boxes, but please try to complete all sections and you can add other information that you think will be helpful to us. Overview of Organisation Drummond Drive Retirement Complex along with other tenants and residents from the local area are part of the Drummond Drive Tenants & Residents Association. The group come together to plan and organise various activities for local people to participate in and enjoy including Coffee Mornings, Bingo, Entertainment, Gardening, Christmas Dinner, and outings. These activities are for the residents and the wider community of Drummond Drive, many of which are elderly and come together to enhance their health and wellbeing by being involved in community events. The key aims and objectives of the group are to enable residents to socialise, prevent isolation and loneliness and overall enhance their day to day lives through joining in on events, activities, and projects within their local community by creating a close community spirit. Details of Project Since the covid pandemic the residents of Drummond Drive struggled to return to normality as many of the tenants have experienced deteriorating health conditions, both physically and mentally. The group were looking for assistance to improve the garden area at the retirement complex, in the hope that they could improve the health and well-being of the residents and promote and encourage the residents to participate in activities that are provided in the complex. A number of residents were completely isolated and the group felt that an open space where they can relax and be included in the activities would benefit them greatly. The group had already promoted links with nearby primary schools and the children visited the residents to assist with IT skill as part of an intergenerational project. This was highly successful and was enjoyed by both residents and the children, and the group felt that the children would enjoy assisting the residents with Page 122 of 240
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39 tidying up the garden area, planting shrubs, flowers, vegetables etc. The tenants and residents of the complex take pride in their outdoor garden, however required assistance to bring it back to a useable, viable condition that they could again enjoy. In order to do this the group requested funding for the following items: • Propagator • Compost 2000 litres • Garden knife • Trowels 3 • Garden fork and spade • Seeds, bulbs and plants • Garden gloves 10 • Garden seats and table (2) The RecoverNL grant funding was secured and utilised to purchase the items listed above. The group along with help and support of volunteers, utilised all of these items provided via RecoverNL to work on the garden space and turn it around into a viable, pleasant space for all to use. Outcomes / Impact A functional community garden and space has been created for all in the complex and surrounding community to enjoy and utilise. The project involved all members (38) of the Tenants & Residents group, regardless how mobile, and depending on their ability to what role they could be involved in, along with help from children and young people from Thornlie Primary School, were among the volunteers who worked hard on the garden space. The school children attend once per week to be involved and support the project during school term times and are welcome to come along anytime during school holidays. The group and the volunteers started working on the garden spaces around March and continued through to late summer/Autum of 2023. The project was completed to a well improved standard by August/September 2023; however, the project requires maintaining and continues to be on-going. Having no garden furniture before, the residents have now been able to sit outdoors, relax, enjoy participating in activities in the natural environment, join in with tending to the garden and contribute to the success and outcomes of the garden project. This provides residents who would otherwise have been totally isolated, a sense of achievement, involvement, socialisation, purpose, and togetherness that they would not have been able to feel. This in turn has positively impacted on their mental and physical health and well-being, preventing their isolation, feelings of loneliness and provided them with periods of enjoyment and happiness. An attractive and practical garden including flowers, plants and foliage planted now blooming, including vegetables such as potatoes, cabbage, cauliflower, and herbs successfully grown that are used to provide food and ingredients for the complex and to give back to others in the local community. Anyone can come and help themselves to food that they need at any time. This signifies the positive impacts of sustainability, environmental and cost of living benefits this project provides to its wider community. The group partnered with the local Scotmid store, who kindly donated various types of fruit trees to the garden project. These were planted and are providing berries to be eaten or used for ingredients for produce such as jams. The group also work closely with the Sunart Street Tenants and Residents Association. Members of this group have been involved in helping and supporting the garden project and likewise, members of the Drummond Drive Group help their neighbouring Sunart Street residents with similar projects. This is a great example of community spirit, people working together for the greater good of the local people. The project has also strengthened partnership links with the local nearby primary schools’ children and young people, who having already built a relationship with the older generation at the complex, have been Page 123 of 240
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40 able to support them with this project by joining in to help clearing the garden, planting, and maintaining the bulbs and seeds. The garden project has therefore provided local children and young people involved with new skills and education in growing plants, flowers, shrubs, vegetables, and herbs. This is invaluable knowledge and hands on experience for some young people who may not otherwise have this type of opportunity, to learn from an experienced generation about living sustainable and gardening skills in general that they will be able to transfer to their own lives and use in their futures. Not only have the children and young people benefited, but the older generation have also gained from their help and support, and their company while working on the garden, which the residents found uplifting. The Drumond Drive Tenants & Residents Association were entered into the NL in Bloom Garden competition under the Communal entries and were selected as the worthy winners of the Wishaw locality. The group representatives came together at this year’s Tenants Conference with other winners from across North Lanarkshire, to be presented and awarded with their prizes. The Treasurer Tom Muir said, “Its lovely to be recognised, I take great pride in our garden and the residents at our complex really enjoy the space”. This award only consolidates the hard work and enthusiasm put in by the group. This is a special commendation awarded in recognition of the positive impact the community garden has on its local community and is an added bonus on top of the benefits and outcomes that the project already achieves. This project has keys links to the Plan for NL and successfully achieves many of the Wishaw Local Outcome Improvement Plan priorities including Environment, Mental Health & Wellbeing, Tackling Poverty & Inequalities and Community Engagement. Future The Drummond Drive Tenants & Residents Association strive to ensure the upkeep and maintenance of the community garden space they have successfully turned around, and to improve on it in the coming spring and summer months. In the short term, they have some work to do to renew the beds over the winter and have them prepared and ready for the spring time. They hope to continue their good work and to enhance on the gardens over the coming years and are grateful for funding and support provided that has enabled them to achieve the outcomes so far and are determined to develop the gardens to ensure it contributes to enriching the lives of the local community. Contact Details: Contact Name Tom Muir Position within Organisation Treasurer Email Address Tom107red@sky.com Website Page 124 of 240
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41 Recover NL (Environmental Funding) Case Study Name of Organisation The Economic Forum for Women Empowerment (Scotland) Year of Application 2022 -2023 ☐ 2023 - 2024 ☒ Funding Allocated £ 2000 Project Completed Click or tap to enter a date. The notes and questions inside the grey boxes are there to guide you. Please consider them if you are unsure what to write. You do not need to answer every question inside the boxes, but please try to complete all sections and you can add other information that you think will be helpful to us. Overview of Organisation • Short description of organisation • Key aims / objectives The Economic Forum For women Empowerment Scotland is a charity organisation whose aims and objectives is taking women to a greater height. By educating and provide support to women towards self- esteem and confidence building. Our goals and objectives for positive engagement that brings the community together in promoting love, selflessness, care, compassion, peace and harmony among one another. Our programmes and awareness sessions has been able to also unit and understand people from diversity in culture. We have a platform for free community meals every month. Details of Project • How was the Recover NL grant used? What did you do? Details of project / initiatives delivered. • Which community or communities did the project cover? • Why was the project needed? The economic forum for women empowerment Scotland. Runs a befriending programme which we want to use as an opportunity in volunteering to become a community litter picking which is a great way of making new friends in your community and also maintaining a clean environment reduces pollution, preserves our biosphere, protect endangered species and also helps preserve the earth’s natural resources in the society. The state of cleanliness of a community represents the mindset. The project will run for one year. Which will be carried out every Monday. Page 125 of 240
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42 Outcomes / Impact • Did you do the things you set out to do? • What environmental improvements and /or winter resilience work was achieved • How many volunteers where involved? • How many volunteering hours was delivered in total? • Has the project made a difference to local people and local communities? • Has there been any other benefits from this project. For example – did volunteers learn news skills, have more residents been using community spaces etc. • Did you work with any other organisations, and if yes – what were the benefits of the partnership? Yes, we carried out regular community clean up’s We had around 30 volunteers involved. We worked with local community and councillors. We left from the Jim foley centres and then moved to Shieldmuir Railway station and through Craigneuk We have attached our newsletter for information. We have been able to get to know more members of the local community We also work with the African collaborative, The good Deed Group, The Motherwell Consortium Future • Is there other Environmental Projects that would be of benefit to your local community? • Is your organisation planning to deliver any similar types of projects? We will be looking at another project which will involve the whole community Contact Details: Contact Name Angela Nduka Position within Organisation Chairperson (President) Email Address oviedonaldorugbo@yahoo.com Website Page 126 of 240
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☐ Yes ☒ No Ref SP/LP Date 05/02/24 LOIP Performance Report 1 April 2023 – 30 September 2023 From Stephen Penman, Chief Officer (Strategic Communication and Engagement) E-mail penmanste@northlan.gov.uk Telephone 07947997750 Executive Summary This report provides a snapshot of progress linked to key priorities for each of the 9 Local Outcome Improvement Plans for the period 1 April 2023 - 30 September 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. The Communities Committee is requested to acknowledge progress with LOIP priorities and implementation of the supporting partnership delivery approaches. Recommendations It is recommended that the Communities Committee: 1) Acknowledges progress to date with delivery of key LOIP priorities and approves the individual Outcome Reports attached as Appendix 1. 2) Endorses ongoing work to continue to develop, strengthen and embed the supporting partnership delivery approaches. 3) Supports efforts and ongoing dialogue to ensure accountability mechanisms across the council and within individual partner organisations to drive local action and delivery responsibility. The Plan for North Lanarkshire Priority Enhance participation, capacity, and empowerment across our communities Ambition statement (19) Improve engagement with communities and develop their capacity to help themselves Programme of Work Statutory / corporate / service requirement Item 7 Page 131 of 240
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1. Background 1.1. The Local Outcome Improvement Plan Management and Monitoring Framework has now been in use since June 2022 as a significant tool in ensuring effective management, oversight and reporting of progress on LOIP priorities by Community Planning partners at a local level through the Local Partnership Teams. 1.2. The first LOIP progress report, covering the period 1 April to 30 September 2022 was presented to the Communities Committee in February 2023. The year-end report for the period 1 October 2022 to 31 March 2023 was submitted to the North Lanarkshire Partnership Strategic Leadership Board in June 2023 and submitted to the Communities Committee in August 2023. In parallel detailed annual reports were presented to all 9 Community Boards at their May/June meeting cycle. 1.3. Summary updates on LOIP progress for each Community Board area in the period 1 April to 30 September 2023 are attached as Appendix 1 for consideration by the Communities Committee. 1.4. Local Partnership Teams continue to meet six-weekly to ensure oversight for delivery of LOIP priorities and priority focused sub groups meet as locally agreed and required to ensure targeted partnership action. Local Partnership Teams ensure use of the Management and Monitoring Framework and continue to refine the approach to reporting on progress to NLP Strategic Leadership Board, Communities Committee and local Community Boards. 2. Report 2.1 The LOIP Management and Monitoring Framework was implemented for partners to highlight and report where community planning in North Lanarkshire is making a difference and helping to empower communities to help themselves. The Framework is a tool to assist the Local Partnership Teams in planning and managing their workloads and reporting progress and outcomes to a range of audiences including the Community Boards, this Communities Committee, the NLP Strategic Leadership Board and individual agency leadership teams as appropriate. 2.2 The LOIP Management and Monitoring Frameworks underpin quarterly reporting to individual Community Boards, six monthly reporting to this committee and the Strategic Leadership Board and statutory annual public performance reporting as per the reporting schedule in the ‘Framework for Demonstrating Improved Outcomes for Communities.’ The Framework should streamline reporting, ensure consistency and allow partners to focus on critical issues or significant developments. 2.3 The LOIP six monthly Outcome Reports are attached as Appendix 1. These provide a summary of key highlights across the priorities identified in each LOIP. Planned future actions for the period 1 October 2023 to 31 March 2024. Local Partnership Teams 2.4 Local Partnership Teams share a collective responsibility for ensuring action at a local level to drive forward the LOIP priorities and ensure that progress is regularly updated through the Management and Monitoring Framework. 2.5 Local Partnership Teams made up of senior partnership officers continue to meet 6- weekly and with a few exceptions, priorities for each area have a clear delivery Page 132 of 240
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mechanism in place through creation of operational subgroups or pre-existing partnership groups or processes. 2.6 Some ongoing developmental work reflects • Alignment of IT systems and barriers to accessing and supporting shared MS Teams areas and input to the Management and Monitoring Framework. This is a particular issue for SFRS and Police Scotland and we are working across IT departments to find a solution. • Turnover of staff can be a challenge in maintaining a consistent approach. Options are being explored as part of the self-evaluation Improvement Plan to create an induction programme. • Ensuring local leadership for cross cutting priorities is aligned and connected to strategic approaches, strategies and leadership. For example priorities like Tackling Poverty and Mental Health. • The need to continue to improve the quality of information that is fed into the system to ensure that this can be translated into useful reports that drive partnership action and accountability. • Continuing to strive to increase levels of community engagement, participation and ownership for action in delivery mechanisms. 2.7 In September 2023 Local Partnership Team members were invited along with strategic leaders to attend a development session to review their operation ‘1 year on’ from launch of the approach. Participants were asked to consider what is working well and improvement actions for delivery of cross cutting priority themes and related to the operation of the Local Partnership Teams and use of the Management and Monitoring Framework. Representatives of the NLP Strategic Leadership Board delivered inputs providing strategic context and to demonstrate leadership support for the work of the LPTs and delivery of the LOIP priorities. Information from the session is now being used to start to populate an improvement plan for each LPT. 2.8 Additionally, and recognising the potential complex nature of coordinating this work with strategic priorities and changes in personnel across some agencies, ongoing support and development opportunities have been available to LPT representative including • Localised development sessions to refine actions and delivery approaches around priorities. • Engagement with strategic leads for cross cutting priorities to ensure synergies between local approaches and strategic direction, ensure appropriate local action and leadership for cross cutting priorities and make best use of delivery resource to impact and build capacity in local communities. This work is ongoing. • A drop in ‘surgery’ ran throughout the LPT development session in September to assist participants with any advise or support required regarding use of the Management and Monitoring Framework. • One to one support has been provided to partners agencies experiencing technical issues or barriers in accessing the system. • New officers are provided with one-to-one input to help them to understand the local approach to Community Planning, their roles and responsibilities and technical guidance on how to access and use the management and monitoring framework. Page 133 of 240
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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 April 2023 – September 2023 Stephen Penman Chief Officer (Strategic Communication and Engagement) Page 134 of 240
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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? 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 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 135 of 240
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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? 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. 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 136 of 240
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Appendix 1 Updates for period April 2023 – September 2023 LOIP PRIORITIES • Poverty • Covid 19 Recovery • Mental Health and Emotional Wellbeing PROGRESS AND HIGHLIGHTS: Poverty • Community Breakfasts took place in various locations including the villages and school clusters in the early part of 2023 and May 2023. Positive outcomes from this approach were reported previously and the learning and partnership approaches from the events has been put into place through a series of Parent Evening supports- where third sector and other agency services from Airdrie Action Partnership attend parents events in 7 primary and secondary schools. Organisations include: the Airdrie School Uniform Bank, SAMH, the Tackling Poverty Team, Routes to Work and North Lanarkshire Carers Together. • Airdrie Action Partnership Christmas Appeal has started with the establishment of the short life working group including groups and agencies from Airdrie Action Partnership (AAP) who would provide this support to take this project forward building on the success of last year. A referral pathway has been agreed and a leaflet has been distributed asking for donations & information on how to get support or make referrals. Having one point of contact streamlines the process and reduces duplication of support. Clients who access support can be referred to NLC Tackling Poverty Team for advice on benefits and income maximisation. • Promoted access to Free Period Products to members of AAP encouraging members to consider becoming pick up points and promoting the free service to their clients. • Continued promotion of ALISS (A local information system for Scotland widely). This will assist organisations and individuals to access information on local services. This also allows local organisations to share details of their services. Mental Health and Emotional Wellbeing • A Short life working group has been established to progress intergenerational project with members including Health Improvement, Community Partnership, VANL, CLD, Voice of Experience and the creative arts team. 3 x workshops have been held with 35 participants at each session with a mix of older people's services and young people at the Airdrie@home centre. Data from these workshops are being analysed and proposal for next stages being written up. • Community Mental Health Wellbeing Fund and Information session held. Scottish Mental Health Arts Festival and ‘how to access funding’ information circulated to Community Groups. Dates for ‘Ask Tell’ and ‘Stigma Free’ training and Assist are regularly shared through appropriate networks. • Key information continues to be circulated related to suicide and Mental Health and well- AIRDRIE LOCAL OUTCOME IMPROVEMENT PLAN 6 MONTHLY OUTCOMES REPORT PERIOD COVERED: 01/04/2023-30/09/2023 Page 137 of 240
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Identified Improvement for NLP SLB consideration The launch of the new Towards a Fairer North Lanarkshire – Tackling Poverty Strategy 2023 to 2026 in October should provide the frame for a refresh of the LOIP poverty action plan. Initial discussions have taken place at the Airdrie and Coatbridge LPT meeting, with significant further development work required. connected App via Consortia and wider networks, Mental Health training opportunities such as Ask Tell and Assist circulated to partners and local organisations. Covid 19 Recovery • Further engagement required to establish agreement on priority change to focus on wider matters than Covid recovery. LOIP documents and associated action plan will also require amendment to reflect change and progress will be reported at a later date . PLANNED ACTIONS/DEVELOPMENTS FOR October 2023 – March 2024: Poverty • Delivery of the Airdrie Action Partnership Christmas Appeal including access to Airdrie Cinema for families who access support from the appeal to attend screening of Christmas films. 3 sessions will be delivered in total offering 450 free spaces. There will also be a special silver screen event that older people can access free of charge. Members of local lunch clubs, Voice of Experience etc will be invited to attend. • Provide funding advice & support to groups and organisations that provide services under this theme e.g. Airdrie School Uniform Bank plus Hillrigg Allotments and Upperton Allotments who provide opportunities to grow their own food. • XACT Xmas sleigh will visit communities in Airdrie giving families opportunity to see and receive a gift from Santa free of charge. • Review the pick-up points for Free Period Products in Airdrie locality to identify any gaps in provision and establish pick up points in these areas. COVID 19 Recovery • As most of the identified actions under this priority relate to Digital Inclusion propose to change the name at the next available board meeting. Subsequent updates can be provided by the board representatives on the authority wide Digital Inclusion group. Mental Health and Emotional Wellbeing • Finalise scope of Intergenerational Project and apply for funding to deliver project. • Distribution of RecoverNL Funding to develop and improve local areas e.g., creation of community gardens creating focal points for communities to gather reducing sense of social isolation and improving emotional well-being. Page 138 of 240
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BELLSHILL LOCAL OUTCOME IMPROVEMENT PLAN 6 MONTHLY OUTCOMES REPORT PERIOD COVERED: 1 April 2023 – 30 September 2023 PROGRESS AND HIGHLIGHTS: Poverty and Food Insecurity • Worrying about money sessions delivered monthly to staff and volunteers from organisations in the Bellshill board area increased knowledge and confidence to talk to people about money. Over 100 staff and volunteers from NHS, NLC and CVS have taken part. Development of Audio ‘Worrying about money’ resource for blind/visually impaired people and uploaded to Cash first IFAN website https://www.worryingaboutmoney.co.uk/north-lanarkshire https://static.wixstatic.com/mp3/95a515_2d110a67db194c54a472fcd66d610461.mp3 Community Resilience and Participation • Work with local groups to take advantage of opportunities to access local partnership resource. Since April the 8 groups supported accessed: £3900 Kings Coronation funding; 6 groups supported to access £2700 NLC Grant Award Programme; and 4 groups supported to access £13,703 Bellshill Health & Social Care Consortium funding. • As part of the Climate Action Town’s work, engagement on local improvements and LDP projects took place at the Holytown Primary School Fayre. Over 350 people attended. As a follow up to a range of engagement sessions in Holytown an initial meeting took place in July 2023 with 8 community residents to explore the possibility of establishing of a new Holytown Community organisation and advice and guidance is being provided to support this important development in an area where community organisations and capacity are limited. • 4 Key resilience groups in Bellshill have been identified to work in partnership to assist the local community through the winter months. This is being achieved by providing access to winter/extreme weather resilience packs the community can access in the event of an environmental/local emergency. These groups are Salvation Army Bellshill, Thorniewood Community Council, Lanarkshire Muslim Welfare Society and Orbiston Neighbourhood Centre. • Work continues to engage local people in development and delivery of capital projects through LDP funding for example: - In July a face-to-face consultation with the 15 residents from Lilac Cresent and LOIP PRIORITIES • Poverty and Food Insecurity • Community Resilience and Participation • Community Safety • Mental Health and Emotional Wellbeing • Digital Inclusion Page 139 of 240
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Limetree Avenue related to derelict land located within the area around their homes. A letter with QR code to the survey link was also distributed to other residents to gain feedback. This information is currently being reviewed with a site visit planed. - Work with 16 young people from View Park family centre regarding the design of Baird’s Avenue Play Park due to commence in 2024 to the value of £100,000. - Engagement with pupils from 3 local primary schools: Tannochside Primary, Aitkenhead Primary, and John Paul 2nd took place for the development and completion of Lilac Crecent Play Park in June 2023 to the value of £121,000. Community Safety • Decrease noted in local bin fires in the area, ongoing work with Schools / SFRS to educate youths in the dangers of this type of activity with increased Campus Officers inputs. • Ongoing work in regard to the Community Alcohol Partnership (CAP) to recognise needs for local retailers’ training and to educate local youths the dangers of underage drinking. Mental Health and Emotional Wellbeing • Impact of Alcohol use, Loneliness and Isolation on Mental Health & Wellbeing explored via various events in the Bellshill locality. • Development and testing of ‘Ask, Tell’ Mental Health and Suicide Prevention training, plus Understanding Stigma Workshop completed by LOIP subgroup members (Who Cares Scotland & Mosshill Credit Union) • Mental Health First Aid & Wellbeing Advocacy – 10-week course completed by WCS and Community Board Chair. Publicised through subgroup and shared with Bellshill Community. Digital Inclusion • Building on work through the NL wide Driving Digital Locally sub group , work has started and will continue to establish a standalone Digital sub group led by VANL. • Comms World have carried out a digital survey and mapping aiming to detail current provision and any gaps to inform local action plan for the Digital Sub Groups IDENTIFIED IMPROVEMENT FOR NLP SLB CONSIDERATION Poverty and Food Insecurity • Implement work around 4 key drivers of tackling poverty strategy. Page 140 of 240
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PLANNED ACTIONS/DEVELOPMENTS FOR: 1 October 2023 – 31 March 2024 Poverty and Food Insecurity • Challenge Poverty Week Events Planned for October 2023 including period dignity work. Community Breakfasts & Community Lunch across Bellshill Locality. • Work with Relational Mentoring service from the Wise Group to support Bellshill residents to access their service. • Christmas 2023 – Planned Partnership approach to supporting Bellshill residents. Community Resilience and Participation • Establish a new working subgroup focusing on the new updated Community Resilience and participation LOIP with a focus on empowering communities and building community capacity around resilience and response to challenges (including adverse weather, further impact of pandemics, cost of living crisis, etc). • In partnership with Climate Action Towns, Bellshill Men’s Shed and local community members, deliver a community consultation event for the 14th of October 2023 to engage with the Holytown community for ideas for local greenspace improvements through the LDP programme. A future placeholder event with all partners is organised for November 23 to discuss and plan for future LDP project development. • Ongoing support being delivered to 8 local organisations to help access the Recover NL Funding. This is to help build local capacity and ownership for environmental improvements and maintenance along with encouraging community ownership and building future resilience. Community Safety • Festive action plan to tackle high tariff offenders/ASB. • Ongoing youth interactions at Friday Night Clubs to help decrease youth disorder. • ‘Darker Nights’ campaign to make public aware of home security as nights get darker earlier. • January Quad bike Campaign. Mental Health and Emotional Wellbeing • Planning Training Dates for ASK TELL & STIGMA FREE LANARKSHIRE for 2024/2025 for Bellshill Community Digital Inclusion • Sub group meetings will be arranged to agree and finalise actions for this priority • Review of information from Comms World digital mapping to inform potential membership of sub group, gaps and associated actions and tasks • Organisations will be encouraged to add their details to ALISS (A local information system for Scotland) which will ensure anyone requiring a Digital Service can see any current provision. Page 141 of 240
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LOIP PRIORITIES • Poverty • Mental Health • Digital Inclusion PROGRESS AND HIGHLIGHTS: Poverty • Ongoing capacity building to develop local relationships and ensure appropriate support and signposting. A series of events took place promoting services and strengthening support networks. These included a Cost of Living event in Glenboig in May, Cost of Living events in Whifflet and Coatbridge High school in June. • The Glenboig Pantry at Buchanan High School launched in March 2023. membership has been growing steadily and now supports 300 individuals on a weekly basis. The service is available once a week on a Wednesday morning. The £4 membership provides for a bag of shopping including, meat, dairy, cupboard staples and daily foodstuffs. The pantry also provides access to information and signposting to other services and other agencies can attend in the mornings to help assist with enquiries from members. • An affordable bistro/cafe is also on site and the service delivered additional needs learning, retail and other work related skills. A meal delivery service in Coatbridge delivers 42 affordable meals per week to vulnerable individuals. While the focus is on healthy nutrition the service also provides a form of respite for carers and social inclusion as the volunteers/ staff delivering the service also promote other services and activities. • Kirkshaws Neighbourhood House Community Fridge for the period April to September 2023, has supported over 1,200 people. Over 600 people have been supported with "cooking on a budget" classes in Kirkshaws in the same period. The Shining Stars project have supported over 100 client families by providing a "take what you need" section in their premises of basic household consumables and store cupboard items. The "Cool School Uniforms" project has supported almost 500 families to get a full school uniform and associated items. • The Coatbridge Community Food Bank for the period April- September 2023 provided 955 adult food parcels, 544 children’s food parcels and 275 pet food parcels. In addition, referrals to other support services, including CAB, Financial Inclusion Team, Cool School Uniforms and Single Parent Families totalled 680. St Augustine's Outreach provides on average 100 families per week with food parcels, 40 households per month were supported with utility payments per month and approximately 960 families were supported through clothing banks over the period April to September. 475 items of free household furniture were delivered to residents across North Lanarkshire between April and September 2023. • Mental Health • Developed a Party Smart Party Safe (PSPS) resource. Includes key messages on mental health, suicide prevention, sexual health, alcohol and tobacco. Piloted in Coatbridge. Police Scotland have disseminated around 100 and Fire Services over 85 PSPS packs COATBRIDGE LOCAL OUTCOME IMPROVEMENT PLAN 6 MONTHLY OUTCOMES REPORT PERIOD COVERED: 01/04/2023 - 30/09/2023 Page 142 of 240
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within SIMD areas and amongst vulnerable individuals and Housing services disseminated via key teams. • Working with high schools in Coatbridge in building resilience and developing effective communication with young people and staff around ‘Having mental health conversations’. Health Improvement are closely working with Employability services, recovery cafes, Education and statutory organisations. Delivered Mental Health session to Routes to Work and increased awareness on mental health amongst partners. • Kirkshaws Neighbourhood Centre provides a range of services to support Mental Health and Wellbeing. For example, it supports an Adult Art group, Lanarkshire Inquisitors, Kinship Carers and an AA group. Through participating in these in house activities, approximately 800 people have improved their mental health and well-being. In addition, the Centre provides Gymnastics, dance and after school clubs, providing activities for over 200 children and young people per week to improve their mental health and physical well being. • “Time2Talk health walk” with 31 attendees and mental health conversations were organised in community organisations across Coatbridge Digital Inclusion • The mapping exercise being carried out by Comms World will inform future activity. This will include existing organisations as well as any gaps within the Coatbridge locality. The mapping exercise took place during September and October. • Digital skills training sessions have been delivered by Kirkshaws Neighbourhood Centre. Over the last 6 months 192 individuals have increased their digital skills. • Details of funding sources have been shared with members of the group. This has included the latest round of Connecting Scotland funding which was launched in September 2023. Identified Improvement for NLP SLB consideration Poverty • The launch of the new Towards a Fairer North Lanarkshire – Tackling Poverty Strategy 2023 to 2026 in October should provide the frame for a refresh of the LOIP poverty action plan. Initial discussions have taken place at the Airdrie and Coatbridge LPT meeting, with significant further development work required. PLANNED ACTIONS/DEVELOPMENTS FOR October 2023 – April 2024: Poverty • Further collaboration around Cost of Living Events across Coatbridge to continue to increase understanding of supports available and strengthen referral pathways between community organisations that are still being developed. • Continue to increase membership of local networks who work together on projects and events to increase their impact, e.g., Coatbridge High School Community Partnership this will be developed further as we move into the new year. Mental Health • Work with residents to create a community garden / tranquil space projects offering enhanced opportunities to engage with nature and the local environment e.g., Kelso Page 143 of 240
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Quadrant and Carnbroe Community Garden Digital Inclusion • Collation of a series of resources that will be made available through the new VANL website including funding, training and advice on buying and maintaining relevant equipment for digital inclusion activities. • The results of the mapping exercise being carried out by Comms World will be reviewed for the Coatbridge locality. This will inform future activity. • Details of funding sources will continue to be shared with members of the group. • Local organisations are considering how they can support the digital infrastructure e.g. Kirkshaws NHBC is in the process of upgrading their IT offer to the community with the refurb of a ground floor room into a fully accessible IT suite and meeting space. Page 144 of 240
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PROGRESS AND HIGHLIGHTS: Public and Community Transport • This sub group continues to deliver the action plan and identify any further actions required. Further research has started and will continue around public transport and the issues raised and work is underway in developing a community transport link from Cumbernauld Village to the Town Centre specifically aiming to assist elderly and those with a disability. Greenspace maintenance and environmental quality • The subgroup has identified opportunities for capital resources to enhance sustainable environmental solutions in particular looking at community renewable energy. Work continues with the Green Health Network to promote the benefits of accessing green spaces and the importance of responsible use. Local organisations were encouraged and supported to participate in recent NLC consultations around green space and environment and feedback has been shared with subgroup members. Youth Engagement and Consultation • Local young people supported to submit an application to North Health and Social Care Consortium for a Mood and Food programme to address cost of living issues identified by the young people. The consultation planned by young people to gather information about services and supports available for young people was recirculated to community organisations. Through this consultation the subgroup identified that a new app is being developed by NLC for care experienced young people that is planned to gather similar information. It has been agreed that the subgroup will await the results of this app before pursuing further consultation to avoid potential duplication. Targeted action within identified communities across the board area • The Community Partnership Team in response to locally identified issues around anti- social behaviour, have supported and funded additional CCTV cameras in areas where there has been high incidence and reports recorded in the Priority areas. New CCTV cameras have been subsequently sited in Abronhill, Carbrain and Kildrum. Community Partnership Team are awaiting the result of an application that was submitted and supported by Elected members and strategic partners to site Street Soccer in Carbrain. 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 CUMBERNAULD LOCAL OUTCOME IMPROVEMENT PLAN 6 MONTHLY OUTCOMES REPORT PERIOD COVERED: 01/04/2023 – 30/09/2023 Page 145 of 240
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Food and Financial Insecurity • A working group of local organisations was established to plan and organise community engagement events linked to the challenging poverty campaign, targeting the three priority areas of Kildrum, Abronhill and Carbrain. A range of organisations and agencies were identified and have been invited to attend the three localised events in response to locally identified issues and demographics. For example, a high level of older people living in Kildrum. The three events are scheduled to take place in October 2023. Communication and engagement and Digital Inclusion • Embedded in all other priorities. Each of the subgroups have identified a range of methods to engage with local communities. PLANNED ACTIONS/DEVELOPMENTS FOR October 2023 – March 2024: Public and Community Transport • There are plans to carry out further community engagement and a survey to gather current opinions on transport related issues. Relevant information will be used to further develop action. Greenspace maintenance and environmental quality • Subgroup members have suggested the development of a food network. This would include groups working together to address food related issues including food waste/food growing/food miles and potential employability for the local community. Youth Engagement and Consultation • Continue to encourage and support young people to attend Community Board Meetings and provide updates on subgroup progress and issues identified by young people. Await roll out of the Promise app for Care experienced young people to identify if there are any overlaps in information gathered. Depending on a successful funding application, roll out a Mood and Food programme for young people. Food and Financial Insecurity • Support subgroup to organise and plan three community engagement events that challenge poverty within the three identified priority areas. Page 146 of 240
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PROGRESS AND HIGHLIGHTS: Digital Inclusion • Priority embedded as a key action in all other priorities. Digital Inclusion questions were included in LOIP Food and Financial Insecurity consultation, and Youth engagement consultation has provided information from young people Food and Financial Insecurity • The subgroup designed an online survey that was used to gather information from local organisations about Food and Financial Insecurity activity taking place across the Board area. Eleven organisations completed this survey, and the information is being used to identify any gaps in provision to help guide key actions moving forward. Health and Wellbeing • Two programmes were developed within the Board area in response to identified need, Weigh to Go within Croy Community Hub and Strength and Balance classes targeted towards St Patrick’s Welcome group. Improving the environment with a focus on Kilsyth town centre • Work continues with community representatives in the town centre to provide hanging baskets and growing areas coordinated with local businesses, a local farmer and organisations. Activities underway to improve the curling pond and surrounding areas vegetation at Colzium House. There continues to be a focus on walkability and active travel with specific improvements to the Highline to reduce flooding in the local area and improve walking routes for local resident. Youth engagement consultation • This subgroup designed and carried out online and face-to-face consultation workshops with over 100 young people to gather young people’s views about what it’s like to live in Kilsyth and Villages and what is important to them. Information will be used to inform service improvements and action Public and Community Transport • The sub group has been carrying out research on activity in other areas in Scotland and beyond around potential solutions to identified local transport issues. This has provided LOIP PRIORITIES • Digital Inclusion • Food and Financial Insecurity • Health and Wellbeing • Improving the environment with a focus on Kilsyth town centre • Youth Engagement • Public and Community Transport • Targeted action within identified communities across the board area KILSYTH LOCAL OUTCOME IMPROVEMENT PLAN 6 MONTHLY OUTCOMES REPORT PERIOD COVERED: 01/04/2023 – 30/09/2023 Page 147 of 240
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potential options for further research and consideration. Targeted area Action • Livingstone Park play area in Kilsyth has been successfully redeveloped with the Livingstone Park Group made up of local people who identified the need and supported the redevelopment locally. • Meetings have taken place with Bogside Road, Kirklands, Crescent and Barrie Place regarding the upgrade of Bogside Play Park in Kilsyth. Consultation was carried out with children within two primary schools and local people in relation to this upgrade. The project is now out to Tender for delivery • An initial meeting has taken place with local people from one of the targeted areas in Kilsyth to discuss the development of a Tenants and Residents Association (TARA) for the area as there was no representative organisation locally. Local people have agreed to develop a TARA and further meetings are planned to progress this further. PLANNED ACTIONS/DEVELOPMENTS for October 2023 – March 2024 Food and Financial Insecurity • Review information gathered from mapping exercise carried out with services that provide food and financial insecurity activity across the Board area to understand services provided and identify any gaps in service. Work with existing networks to Plan and organise challenge poverty week event with support of Croy Community Hub and other targeted events to support local people. Health and Wellbeing • Review the Health and Wellbeing priority to focus on key tasks identified within the LOIP document. Carry out audit of all existing health, mental health and Social Care groups and programmes in place across all age groups within the Board area. Improving the Environment with a focus on Kilsyth Town Centre • The subgroup continues to work with officers around Dumbreck Marsh involving regular communication with improvements including better active travel locally, biodiversity and local projects. The subgroup will continue to support the Kilsyth tourism plan by reviewing and researching what other areas with historical interest have done. There continues to be tree planning and other environmental activity. Youth Engagement and Consultation • Continue to carry out Youth engagement consultation to gather views from a wide range of young people from across Kilsyth and Villages. Use the information gathered to identify key issues identified by young people. Work in conjunction with the Community Alcohol Partnership to develop an event for young people in response to the findings of the consultation. Public and Community Transport • There will be some work undertaken around identifying potential organisations and funding opportunities that could deliver local solutions. The local development programme (LDP) has been suggested as a potential fund around an active travel option. Targeted Action within identified Communities across the Board Area • Ensure continued support to new representative organisation being established in Kilsyth. Page 148 of 240
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PROGRESS AND HIGHLIGHTS: Digital Inclusion • Building on the work to date through the Driving Digital Locally Sub group, it has been agreed to establish a stand alone Digital Inclusion Sub Group for Motherwell which will be led by VANL. • Comms World have carried out a Digital survey which will detail current provision and identify any gaps. This will be reviewed within the next period and will shape future activity of the sub group. Community Engagement • Engagement with local groups and communities through community council, local action groups, and tenants and residents’ meetings took place around the LDP process to encourage people to bring forward ideas to improve their community. • Delivery of LDP projects for the period include the opening of the new Loaning Play Park in September 2023 to the value of £130,00, the opening of Sandy Beach Play Area (Strathclyde Park) in May 2023 to the value of £120,000 and additional piece of play equipment added to Doon Street play park in September 2023. • Engagement with community groups to develop projects including: Glencassels Community Project Rail Bridge project and the possibility to increase parking bays in the area. Work with Community Action Forgewood co-operative around the upgrade of the local play park. Site visit with Glassford Tower residents’ group, Muirhouse to identify local improvement and project ideas • Initial work with Muirhouse Primary to develop a Participatory Budgeting project, to develop a range of projects to the value of £3000. The school have confirmed that they have 6 projects that they would like the school to vote on at a PB day with a future meeting planned for November 2023. • Increased promotion of free period products in the area with local anchor organisations and the public through the council interactive locator map, my period app and 4 local community events. A fresh marketing campaign by NLC has seen the number of local pick-up points rise from 17 to 23 across Motherwell with these sites distributing a total of 55,553 individual products since April. Development work has also taken place with the Jerviston Centre to act as a NLC partner anchor organisation for the Motherwell community receiving funding to distribute products to the local community and hard to reach and BAME community. LOIP PRIORITIES • Digital Inclusion • Community Engagement • Community Safety • Mental Health and Wellbeing • Tackling Poverty and Inequalities • Environment • Transforming Motherwell MOTHERWELL LOCAL OUTCOME IMPROVEMENT PLAN 6 MONTHLY OUTCOMES REPORT PERIOD COVERED: 1 April 2023 – 30 September 2023 Page 149 of 240
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Community Safety • Increased engagement with local BAME community through an afternoon with all partners at the Jervistion community centre. These types of interactions will continue to help grow the links in the community. • Ongoing work in regards to the Community Alcohol partnership (CAP) to recognise needs for local retailers’ training and to educate local youths on the dangers of underage drinking. Mental Health and Wellbeing • Sub group are in the process of creating a resource for staff/volunteers from multiple organisations to use to refer individuals into support organisations/services. The resource will contain simple effective referral pathways and expected wait times. This should in turn increase the support Motherwell community is receiving. • Pilot initiative to provide various support information to individuals in the Motherwell community during home fire safety visits. The support pack includes information about mental health support including Well Connected and suicide prevention apps. There is also information about income maximisation including the ‘worrying about money’ leaflet, the free condom scheme as well as information on ‘quit your way’ service, North Lanarkshire Recovery Community and much more. Tackling Poverty and Inequalities • The Wise Group attended Poverty and Inequalities sub group to introduce the relational mentoring initiative and provide a referral form for organisations to use. Residents of Motherwell, who are at risk of fuel poverty, are supported holistically by The Wise Group for a period of 6 months through this initiative. They are able to access support with debt advice within Home Energy Scotland, access to QWell and individual training accounts and much more. https://www.thewisegroup.co.uk/relational-mentoring/ • Motherwell and Wishaw CAB have received funding from the Scottish Government to provide short term crisis support alongside holistic advice. The funding supports residents of Motherwell who are in crisis with Shopping Card Vouchers for the value of £25 for each family member to purchase food/toiletries etc. Resident who receive these vouchers are offered support from CAB to help maximise their income. Since the end of June, Motherwell CAB have distributed 641 cards to the value of £16025. • Worrying about Money sessions continue to be delivered. On average, there is one session per month with bespoke sessions also delivered to some organisations and clinical teams. 192 individuals have signed up to attend training (not including the additional bespoke sessions). Evaluation from the sessions show participants’ confidence to talk about money worries and knowledge of support services available has increased following the training. Environment • Targeted work is underway to increase participation of local Community and Voluntary Sector (CVS) and residents in the sub group including input at the NL CVS Locality Network event for Bellshill & Motherwell. • Funding opportunities for environmental activities are shared with both the sub group and the wider community board membership. This includes Recover NL (Environmental Fund) which has been opened for applications for the 2023-24 period, with £130,000 available for distribution. Page 150 of 240
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• NLC and Robertson Facilities Management have been working closely with SFRS to develop a community wellbeing garden on the site of Motherwell Fire Station. Planning for this is still in progress. Transforming Motherwell • Ravenscraig Approach Road from south, railway underbridge, completed April 2023 • Major publicity and consultation exercise within Motherwell to engage with the general public, third sector and the private sector to communicate the content of the draft town Action Plan for Motherwell and to listen to the public response. Officers of the Growth team made presentations to the Motherwell Community Board to encourage people to attend a physical exhibition at Motherwell Library which ran for six weeks from mid-May to the end of June 2023. PLANNED ACTIONS/DEVELOPMENTS FOR: 1 October 2023 – 31 March 2024 Digital Inclusion • Establishing the Digital Sub Group to agree priorities, actions and tasks. • Analysis of the current mapping exercise being carried out by Comms World to identify new sub group members as well as any actions • Organisations will be encouraged to add their details to ALISS (A local information system for Scotland) which will ensure anyone requiring a Digital Service can see any current provision. Community Engagement • Continue to support the Women’s safety in the town centre initiative linked to the 16 days of action for the Town centre that is due to commence on the 25th of November. A flyer QR code is being developed to access the survey which will be available via the notice board in the public Ladies’ toilet and pubs, clubs and businesses to encourage completion. Motherwell College will also send out an electronic version internally. Work to highlight the survey and share with the local community organisations, and seldom hear voices including Lanarkshire Deaf club, and BAME community. • Continue to support work the young people’s exploitation and contextual safeguarding group made up of CPT, Police, Anti-social behaviour team, Social work and CLD. The Muirhouse area of Motherwell has been highlighted as an area of concern and engagement has taken place with the local Primary School (PS) with regards to them becoming involved. Next steps include further engagement with other local schools and wider community.Installation of temporary CCTV cameras in this area and will help inform community safety action. Follow up work will take place to link in with the parent councils from the PS and Secondary School about involvement in future school events. Work with the local Tenant participation officer agreed to link in around engagement events. This engagement can also be utilised to identify potential LDP project in the area. Community Safety • Festive action plan to tackle high tariff offenders / ASB • Increase intelligence across partners in order understand local issues better. • ‘Darker Nights’ campaign to make public aware of home security as nights get darker earlier. • January Safer Driving Campaign Mental Health And Wellbeing • Organise a sector wide event targeted at older people to raise awareness and reduce isolation and loneliness. The event is planned to take place on Blue Monday in January (Monday 15th) and be Burns Night themed. Multiple organisations will be invited to attend to Page 151 of 240
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engage with attendees. • Continue work within sub group to create the referral resource along with a template for evaluation. Planning a launch event (information session) to take place in the new year. Organisations within the sub group to attend organised events to trial the resource and engage with community about further outreach work. Tackling Poverty And Inequalities • Sub group will organise multiple events to take place in challenge poverty week with information and support provided to attendees from CAB, Social Security Scotland and Tackling Poverty Team. • Members of the sub group will attend training with Home Energy Scotland to get access to their portal. This will mean a quick simple referral pathway and better access to Home Energy Scotland for the Motherwell Community. Environment • A mapping of local community transport is planned. • Local private businesses will be approached to see if they can be involved. Lidl and Brakes have been noted as potential organisations. • There will be some work to engage with local schools. • The potential community wellbeing garden area located at the rear of Motherwell Fire Station will be further developed with local community organisations . Page 152 of 240
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NORTHERN CORRIDOR LOCAL OUTCOME IMPROVEMENT PLAN 6 MONTHLY OUTCOMES REPORT PERIOD COVERED: 01/04/2023 – 30/09/2023 LOIP PRIORITIES • Health Inequalities • Children and Young People • Social Integration and Inclusion • Community Transport • Moodiesburn West • Building local Relationships, Trust and Communication PROGRESS AND HIGHLIGHTS: Health Inequalities • A Mental Health Support group was developed and continues to run in Moodiesburn on a weekly basis. A street soccer programme has been targeted towards young people at Kelvin Drive in Moodiesburn. Children and Young People • A range of youth engagement consultations have taken place with young people across the Northern Corridor and have informed the Tender Process for LDP and other funded projects. These projects have included Muirhead pump track, Kelvin Drive multi-wheeled sports facility, Cardowan Muga, and Lochside play area Gartcosh. • Roll out of a Participatory Budgeting initiative with S1 pupils in Chryston High School utilising a £500 Community Benefit provided by a contractor who has carried out local work. Social Integration and inclusion • There has been research around local issues including public transport, access to healthy food, health care, job opportunities and community assets. These are long term known issues. This research has provided the current landscape and identified some potential approaches to addressing the items listed. Community Transport • A community transport project is now established that has been funded through North Locality Health and Social Care Consortium. The project enables local groups and individuals to access key services within the Northern Corridor. Groups who have been supported include Lanarkshire Recovery Group, older residents from Gartcosh to access their lunch club, and Cardowan Community Meadow. • First Bus have regularly attended subgroup meetings to discuss local transport issues and to identify potential solutions for example issues identified with 38C bus service. Page 153 of 240
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Moodiesburn West • Moodiesburn Community Action Group have been supported to carry out a successful community listening event at the Pivot Centre in Moodiesburn in September with over 100 local people in attendance. The place standard tool was used to help local people to identify issues and potential actions to address these issues. • A community walkabout took place around Kelvin Drive and the Glen in Moodiesburn at the request of local people in relation to issues they had identified. Local issues such as anti- social behaviour, overgrowth of bushes, street cleaning around Kelvin Drive and the siting of the new wheeled sports facility was identified and resolved. Building local relationships, Trust and Communication • The subgroup developed a spreadsheet which listed local services and organisations. This was utilised to contact those listed to invite them to join the subgroup. There was also a request for organisations to add their details to ALISS (A local information system for Scotland) or to update their details if required. This would allow local people to search and access any local activities. Subgroup members have been involved in the design of the CommUnity Agreement and have received updates and opportunities to participate – details have been shared through Community Matters. PLANNED ACTIONS/DEVELOPMENTS FOR October 2023 – March 2024 Children and Young People • Ensure continued partnership working with local young people through carrying out consultation with 3 catchment area Secondary schools. Ensure continued consultation with young people around the development and progress of projects including design a sign competition. Social Integration and Inclusion • The subgroup will continue to work on the items identified in the research. The subgroup will continue to explore these issues alongside partners and other parties involved in these areas to see how these might be addressed locally. This will also raise awareness of local issues and priorities. Community Transport • Further develop Community Transport Project across the Northern Corridor. • Continue to develop links with SPT and First Bus to help identify local solutions Moodiesburn West • Develop local action plan based on the results of the Community Listening Event. • Promote and encourage usage of the new multi-wheeled sports area in Kelvin Drive. Building Local Relationships, Trust and Communication • Subgroup members have asked for training on ALISS (A local information system for Scotland). This will be arranged soon. The details have still to be finalised. With regards to communication the Consul system has been suggested as a communication tool by subgroup members. COSLA have been contacted who have advised further information and training can be provided if required. This will be pursued as and when required. Subgroup members will be informed of CommUnity Agreement updates when available. Page 154 of 240
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PROGRESS AND HIGHLIGHTS: Community Engagement 30 residents participated in community information sessions on Local Development Programme, Community Boards, and community transport. A face to face session took place in Calderhead HS Shotts in April in response to several queries from community board members in relation to the LDP processes and decision-making structures that worked alongside that. Online Community Board information session was part of the engagement processes in widening the community scope and knowledge base of the structures and practicalities relating to Shotts Community Board. While Transport has now been merged with the Environment LOIP, initial engagement took place in relation to transport issues identified by young people through the youth forum who attended Calderhead HS Shotts. • Work with Shotts EU Church to secure £10,000 from the Environmental Key Fund towards a feasibility study and environmental improvement plan to look environmental pathway improvements for cyclists and walkers. The organisation is now working towards a larger grant application to EKF for wider environmental improvements. • Work with Bonkle Parish Church to continue the original concept of a community drop-in from the original NLC cost of living funding to successfully access £1000 funding each from EKF and Consortium Local Activity Fund to deliver this community drop-in this winter. • Work with organisations such as Paul’s Parcels and Salsburgh Community Council to support development of LDP proposals for community food growing developments and a communities mining history project. • Work with Spotlight Shotts regarding capacity building and organisational development to support their long term plan to further deliver community arts and culture opportunities within the area. • Agreement at community engagement subgroup to take forward a new set of actions and tasks to support greater community participation in local priorities and wider community life. The Sub group is made up of reps from Shotts GBT, Hartwood Community Development Group, Shotts Tenants and Residents Organisation and Spotlight Shotts. Emerging priorities include better coordination of engagement and communication of opportunities with local people, undertaking targeted engagement activities aimed at understanding the needs, issues, and aspiration of communities within Shotts community board area to inform action across priorities and upskilling and developing the knowledge and understanding of residents and CVS organisations to actively participate in democratic and active citizenship programme / projects and processes. Community Safety 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 SHOTTS LOCAL OUTCOME IMPROVEMENT PLAN 6 MONTHLY OUTCOMES REPORT PERIOD COVERED: 1 April 2023 – 30 September 2023 Page 155 of 240
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• The Community Safety Sub Group has now been refreshed/established with membership from key partners and action areas identified • Work is underway to support individuals through mapped Mental Health Pathways, relevant signposting to wider support networks, Distress Brief Intervention. • Work remains ongoing in respect of providing trauma informed staff awareness and training, developing our partnership approach to Contextual Safeguarding. • Delivery of diversionary opportunities to support those children who are most at risk through a local referral pathway to Fire reach. Wishaw and Shotts - Recorded 75 Community Safety initiatives from the 1st of July 2023 to date. • Fire Safety Support and Education (FSSE) is a flexible approach to the education for children and young people who display interest in fire, are involved in fire related anti-social behaviour or have deliberately set fires. SFRS currently have three individuals within Shotts on the program. • Over Q1/Q2 reporting period, Community Police Officers from Wishaw/Shotts and NLC’s Antisocial Behaviour Team have conducted joint visits resulting in 20 formal written warnings eleven of which were youths ranging from eight to fifteen years old. Establishment of New Wishaw & Shotts Community Alcohol Partnership (CAP) including a series of community surveys to identify and progress key areas of activity for partners. The CAP also aims to reduce underage sale of alcohol and Proxy Sales, and through work with local retailers/Trading Standards/Police a number of interventions are underway including Challenge 25 compliance test, age restricted product test purchase and enforcement action • Integrity tests of licensed retailers have taken place where an 18 year old is used to attempt a test purchase to assess compliance with the requirement to have an age verification policy in place for NVPs, this enables intervention to be targeted to non-compliant premises with guidance and advice and in this case • Increased intelligence development, to target those involved in drug supply, violence, acquisitive crime and disorder has led to a number of arrests and significant drug recoveries removed from both Wishaw and Shotts Locality. • 25 staff across Community Learning Development have completed training via LANDED on smoking / vaping. • Police/SFRS jointly delivered Fire related ASB/Firework Safety delivery presentations to most year groups in Calderhead, St Aiden's, Coltness, Clyde Valley and Orchard Street Primary P.7 Mental Health and Wellbeing • The Mental Health and Wellbeing subgroup has now been established with membership from key partners and community organisations (Getting Better Together, LAMH, CMHT, Garrion Housing, Made4U, NCT, Recovery Community). Updated actions and tasks have been agreed to drive forward delivery of the Mental Health & Wellbeing priority. • Mapping by subgroup has identified several local organisations who deliver programmes and initiatives to improve Mental Health and Wellbeing in the Shotts area for example: Getting Better Together Shotts, Paul’s Parcels, HEG, Salvation Army, Spotlight Shotts, LAMH, NL Recovery Community, as well as core NHS services. • There have been events for key Mental Health Campaigns, increasing Shotts communities’ awareness of and their ability to access Mental Health and Emotional Wellbeing services and supports early to prevent crisis. This has included Kooth, Solihull, SAMH Conversation in the Community, Stigma Free Lanarkshire, Ask Tell Training, Lanarkshire Mind Matters, well Connected and the Exchange psychological support for care experienced 16–24 year-olds. Tackling Poverty and Inequalities • Work continues to identify and agree the most appropriate lead for this priority to develop a Page 156 of 240
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more structured and targeted local approach aligned to the Tackling Poverty Strategy. Some work in the area linked to the priority includes • Motherwell and Wishaw Citizen Advice Bureau have received funding from the Scottish Government to provide short term crisis support alongside holistic advice. The funding supports residents of Wishaw who are in crisis by providing Shopping Card Vouchers for the value of £25 for each family member to purchase food/toiletries etc. Resident who receives these vouchers are offered support from CAB to help maximise their income. Since the end of June, Motherwell CAB have distributed 641 cards to the value of £16025 • Worrying about Money sessions delivered to multiple disciplines with on average one session per month planned until March 24 and adhoc sessions to clinical staff and bespoke sessions to organisations are also delivered. 192 staff plus staff from adhoc/bespoke sessions signed up to Money Worries training. We do, however, know that not every staff member who signed up to the training attended. Environment and transport • The existing Community Climate Action plan for Shotts and surrounding villages has been discussed at the sub group to ensure connection and a meeting with local organisations including Getting Better Together Shotts has taken place to agree representation at future meetings. • Relationships have been made with a number of organisations with a focus on environment and climate. • VANL (the lead organisation) has attended events and promoted the sub group to increase membership and engagement. The distribution list has grown and will be a focus going forward. • Mapping of local organisations and services will continue. • There has been increased communication with local organisations. • The sub group has been informed of updates concerning environment, climate and any transport related topics. PLANNED ACTIONS/DEVELOPMENTS FOR: 1 October 2023 – 31 March 2024 COMMUNITY ENGAGEMENT • Deliver targeted participatory budgeting project to increase application base from seldom heard communities to the locality consortium and engagement in LOIP priority delivery. Areas with higher concentration of deprivation such as Dykehead Shotts will be targeted with £4k available for the area. • Development and publishing of community engagement information calendar to better coordinate engagement • Planning and delivery of a consultation programme to determine needs in relation to training and development of residents, community board members and CVS organisations. Surveys and events will be used to determine needs and build bespoke programmes aimed at increasing capacity to participate and deliver LOIP priorities. • Community conversation events around LOIP priorities to ensure localised voice and aspirations of people is linked into community planning processes to best utilise partnership working and engagement and data to inform action and delivery. COMMUNITY SAFETY • Delivering online safety training to primary/secondary teaching staff for pupils who may have become victims and to help keep them safe whilst online. • Following the recent integrity testing initiative, the results will be used to inform proactive Page 157 of 240
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patrols to identify premises who are failing to comply with age restricted sales, persons who are proxy purchasing alcohol and disrupt any anti-social behaviour related to underage drinking. • Following recent reports of anti-social behaviour on the bus network in Salsburgh Area, engagement has taken place with local bus company to identifying/detecting those responsible and disrupt such behaviour and findings will be reported into Environment Group to inform action • Number of campaigns including focus on Road Safety, Vehicle security/winter safety messaging, Darker Nights Campaign – to raise awareness about risks around housebreaking, Warrants Initiative - Targeting High Tariff Petition/Apprehension Warrants. • Action plan in Shotts around illegal motor cycling, including scramble bikes, GoPeds, Mini motorbikes, Quad Bikes, E-Scooters ENVIRONMENT AND TRANSPORT • The results of the SPT Active Travel Consultation taking place in late 2023 will be reviewed for potential future activity. • VANL’s Green Wellbeing Officer will now attend sub groups to share information, knowledge and any relevant opportunities. • Organisations will be encouraged to add their information to ALISS (A local information system for Scotland) which can be accessed by all. • A clear set of actions will be finalised for delivery Page 158 of 240
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PROGRESS AND HIGHLIGHTS: Community Engagement • Ten youth engagement sessions delivered in local schools linked to LDP playpark projects. Additional consultation work was completed on use of digital devices and general views of young people on their local areas during these sessions. The valuable information gained will be shared with the community board and other relevant subgroups to inform action. • Three Wishaw based community and voluntary organisations were awarded small grants from the latest Participatory Budgeting project delivered by in partnership between NHSL and North Lanarkshire Council The project was funded by Wishaw and Shotts Health and Social Care Community Solutions Consortium. • Additional funding has been secured from the Community Solutions Consortium to deliver a further Participatory Budgeting project across the community board area. This will be targeted to seldom funded groups and will focus on tackling poverty and inequalities. • Assistance and support provided to partnership events and activities such as Routes to Work event, Town Vision event; Newmains and St Brigid's Community Hub focus group and parent's night /engagement event. • Following a review of business, the Community Engagement subgroup have agreed a range of new actions and tasks for delivery from October 2023 onwards. Early emerging tasks include − Delivery of a minimum of 3 partnership engagement events for the 2023-2025 period, aimed at increasing public participation in community life and decision-making. − Delivery of a community conference − Research and identify seldom heard groupings within Wishaw community board area and design and implement targeted engagement activities (minimum of two per year) Community Safety • The Community Safety Sub Group has now been refreshed/established with membership from key partners and action areas identified Work is underway to support individuals through mapped Mental Health Pathways, relevant signposting to wider support networks, Distress Brief Intervention. • Work remains ongoing in respect of providing trauma informed staff awareness and training, developing our partnership approach to Contextual Safeguarding. • Delivery of diversionary opportunities to support those children who are most at risk through a local referral pathway to Fire reach. Wishaw and Shotts - Recorded 75 Community Safety initiatives from the 1st of July 2023 to date. • Fire Safety Support and Education (FSSE) is a flexible approach to the education for children LOIP PRIORITIES • Digital Inclusion • Community Engagement • Community Safety • Mental Health and Wellbeing • Tackling Poverty and Inequalities • Environment WISHAW LOCAL OUTCOME IMPROVEMENT PLAN 6 MONTHLY OUTCOMES REPORT PERIOD COVERED: 1 April 2023 – 30 September 2023 Page 159 of 240
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and young people who display interest in fire, are involved in fire related anti-social behaviour or have deliberately set fires. SFRS currently have 2 in Wishaw on the program. • Over Q1/Q2 reporting period, Community Police Officers from Wishaw/Shotts and NLC’s Antisocial Behaviour Team have conducted joint visits resulting in 20 formal written warnings eleven of which were youths ranging from eight to fifteen years old. • Establishment of New Wishaw & Shotts Community Alcohol Partnership (CAP) including a series of community surveys to identify and progress key areas of activity to be for partners. The CAP also aims to reduce underage sale of alcohol and Proxy Sales, and through work with local retailers/Trading Standards/Police a number of interventions are underway including Challenge 25 compliance test, age restricted product test purchase and enforcement action • Delivery of diversionary activities for example Saturday Night Project in Wishaw and Street Soccer – Overtown, Wishaw • Integrity tests of licensed retailers have taken place where an 18 year old is used to attempt a test purchase to assess compliance with the requirement to have an age verification policy in place for NVPs, this enables intervention to be targeted to non-compliant premises with guidance and advice and in this case: • A day of action in June 2023 focussed on illicit tobacco products within Wishaw and Newmains where 18,540 cigarettes, 6.1kg HRT (hand rolling tobacco) were seized. • Increased intelligence development, to target those involved in drug supply, violence, acquisitive crime and disorder has led to a number of arrests and significant drug recoveries removed from both Wishaw and Shotts Locality. • 25 staff across Community Learning Development have completed training via LANDED on smoking / vaping. • Police/SFRS jointly delivered Fire related ASB/Firework Safety delivery presentations to most year groups in Calderhead, St Aiden's, Coltness, Clyde Valley and Orchard Street Primary P.7 Mental Health and Wellbeing • The Mental Health and Wellbeing subgroup has now been established with membership from key partners and community organisations (Getting Better Together, LAMH, CMHT, Garrion Housing, Made4U, NCT, Recovery Community). Updated actions and tasks have been agreed to drive forward delivery of the Mental Health & Wellbeing priority. • Mapping by subgroup has identified several local organisations who deliver programmes and initiatives to improve Mental Health and Wellbeing in the Wishaw area for example: LAMH Cafe & Wellbeing Centre, Centrepoint, NCT, Made4UML2, NL Recovery Community, Therapeutic Garden at King George V supported by NHS & CCI, as well as core NHS services. • The subgroup continues to work with and invite local organisations including pan Lanarkshire organisations to attend subgroup meetings and update on any activities, to ensure community board and local communities are aware of any NL wide MH activity. • The Mental Health and Wellbeing subgroup regularly update the Wishaw Community Board as well as regular sharing of information via Community Matters, ALISS and social media and face to face with local groups and organisations. There have been events for key Mental Health campaigns, to increase Wishaw Communities’ awareness of and their ability to access Mental Health and Emotional Wellbeing services and supports early to prevent crisis. Tackling Poverty and Inequalities Work continues to identify and agree the most appropriate lead for this priority to develop a more structured and targeted local approach aligned to the Tackling Poverty Strategy. Some work in the area linked to the priority includes • Motherwell and Wishaw Citizen Advice Bureau have received funding from the Scottish Government to provide short term crisis support alongside holistic advice. The funding Page 160 of 240
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supports residents of Wishaw who are in crisis by providing Shopping Card Vouchers for the value of £25 for each family member to purchase food/toiletries etc. Resident who receives these vouchers are offered support from CAB to help maximise their income. Since the end of June, Motherwell CAB have distributed 641 cards to the value of £16025 • Continued delivery of ‘Worrying about Money’ sessions to multiple disciplines. On average one session per month is planned until March 24. Adhoc sessions to clinical staff and bespoke sessions to organisations are also delivered. 192 staff + staff from adhoc/bespoke sessions signed up to Money Worries training. • Work has began within the Clyde Valley Cluster to role out the “Three Questions” programme with children and young people. They will be asked “how is the cost of living crisis affecting you”, “how is the cost of living crisis affecting others in the community” and “what would you like us to do about it”, the answers from these questions will influence not only the schools poverty proofing document and the clusters approach to tackling poverty and inequality, but also the Local Child Poverty Action Report action plan. • A welfare rights surgery has opened up in the Newmains and St Brigid’s Hub for the community to use Environment • Focus has been on establishing priority actions and tasks and increasing membership of the sub group through input at local events. The distribution list has grown and will be a focus going forward. • Mapping exercise to identify local groups’ needs and to recognise previous achievements to date. This is an ongoing piece of work to capture local organisations as well as activity. • The lead organisation has met with partners including NLC and NHS staff to discuss progress and future activity. PLANNED ACTIONS/DEVELOPMENTS FOR: 1 October 2023 – 31 March 2024 Community Engagement Several new tasks have been agreed for delivery during the next six-month period, including: - • Planning and delivery of the next Participatory Budgeting project aimed at tackling poverty and inequalities. Seldom heard groups in Newmains and Central Wishaw will be targeted. £6000 funding will be targeted to seldom heard or groups not accessing funding in Newmains and Central Wishaw, with a theme of tackling inequalities, with an event in each area. • A new programme of community information sessions will be launched. Topics will be based on feedback from residents and organisations that will be gained from consultation. The aim is to build the capacity of individuals and CVS organisations to participate in decision-making structures and processes. • Work will commence to design a community asset mapping and community action planning project for Newmains and central Wishaw as identified through previous engagement as areas of higher deprivation and low levels of engagement. This is to inform and develop action plans to improve these areas. Community Safety • Delivering online safety training to primary/secondary teaching staff for pupils who may have become victims and to help keep them safe whilst online. • Following the recent integrity testing initiative, the results will be used to inform proactive patrols to identify premises who are failing to comply with age restricted sales, persons who are proxy purchasing alcohol and disrupt any anti-social behaviour related to underage Page 161 of 240
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drinking. • Following recent reports of anti-social behaviour on the bus network in Salsburgh Area, engagement has taken place with local bus company to identifying/detecting those responsible and disrupt such behaviour and findings will be reported into Environment Group to inform action • Number of campaigns including focus on Road Safety, Vehicle security/winter safety messaging, Darker Nights Campaign – to raise awareness about risks around housebreaking, Warrants Initiative - Targeting High Tariff Petition/Apprehension Warrants, • Environment and Transport • The results of the SPT Active Travel Consultation taking place in late 2023 will be reviewed for potential future activity. • VANL’s Green Wellbeing Officer will now attend sub groups to share information, knowledge and any relevant opportunities. • Organisations will be encouraged to add their information to ALISS (A local information system for Scotland) which can be accessed by all. • A clear set of actions will be finalised for delivery Page 162 of 240
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☐ Yes ☒ No Ref SP/MC Date 05/02/24 Community Boards and Partnership Communications Strategy From Stephen Penman, Chief Officer (Strategic Communication and Engagement) E-mail penmanste@northlan.gov.uk costellom@northlan.gov.uk Telephone 07725 289559 Executive Summary This report provides an update on key progress linked to supporting the development of the Community Boards model including updates on the 13th cycle of Community Boards meetings which took place throughout November/December 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 13 Community Board meetings. The process and focus of reporting on the work of the Community Boards will continue to be reviewed and elements included within the Local Outcome Improvement Plan monitoring and management framework. Recommendations It is recommended that the Communities Committee: (1) Recognises work to continue to develop and improve the integrated approach to supporting the local Community Board model. Item 8 Page 163 of 240
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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 thirteenth cycle of Board meetings has now taken place and an example of an agenda is included in Appendix 1. Table 1 – Cycle 13 Community Board Meetings The Plan for North Lanarkshire Priority Enhance participation, capacity, and empowerment across our communities Ambition statement (20) Improve the involvement of communities in the decisions, and development of services and supports, that affect them Programme of Work All Programmes of Work Area Meeting Date & Time Location Shotts 21/11/2023 at 6.30pm Shotts EU Congregational Church Northern Corridor 22/11/2023 at 7.00pm Chryston Cultural Centre Coatbridge /2023 at 6.30pm Online via Teams Cumbernauld 28/11/2023 at 6.30pm Online via Teams Kilsyth & Villages 29/11//2023 at 6.30pm Online via Teams Wishaw 30/11/2023 at 6.30pm Wishaw Academy & St Ignatius Primary School Airdrie 6/12/2023 at 6.30pm Hilltop Primary School Bellshill 7/12/2023 at 6.30pm Lanarkshire Mosque, Mossend Motherwell 12/12/2023 at 6.30pm Online via Teams Page 164 of 240
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2. Report Community Boards – Cycle 13 Representation at Community Board Meetings 2.1 At the thirteenth cycle of Community Board meetings, attendance reflected a good mix of partners, elected members, community groups and local people at all Board meetings. Approximately 229 people attended the thirteenth cycle of meetings with 55 community organisations and 67 Community representatives in total represented. 2.2 A broader range of community representation is generally in evidence at Community Board meetings. Six new organisations attended two of the Community Boards in Cycle 13. 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 13 Community Boards are as set out in Table 2 below: Table 2 - Participants (Cycle 13) Participants at Community Boards (Cycle 12) 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 Page 165 of 240
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Participation in meetings 2.5 There was a small increase in participation at this cycle of meetings overall in comparison to the previous cycle of meetings at end of August beginning of September 2023. However, there was a slight decrease in the number of Community Groups represented. As reported previously, whilst some Boards experienced a reduction in attendance as the Boards returned to face-to-face meetings others experienced an increase in attendance. Agenda items 2.6 During Cycle 13, seven 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: • Northern Corridor - Consultation process, pre planning application of Gartcosh Community Hub • Airdrie – CAB presentation on energy and how to make the most of it this winter • Bellshill – input from Lanarkshire Muslim Welfare Society 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. 2.9 Positive progress continues to be made with subgroups meeting to progress agreed actions to address local priorities where this is the most appropriate mechanism. Work is ongoing and meetings are taking place and scheduled with local community groups and organisations to further develop subgroups. 2.10 LOIP Targeted Action subgroups are working with local communities towards progressing key actions identified by local people. For example, in Moodiesburn it was recognised that there was no community anchor organisation within the area, and this was addressed by the creation of Moodiesburn Community Action Group which is now leading on the Targeted Action priority locally. This group, with support from the Community Partnership Team and Elected Members, organised a Community Listening event that identified a range of local issues with actions planned to address these issues. Page 166 of 240
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2.11 In Kilsyth and Villages Board area, it was also recognised that there was a lack of a representative organisation within the Rennie Road and Northfield areas, and through discussions with local people, this is being addressed by the establishment of a Tenants and Residents Association to enable residents to identify local issues and progress ideas for local projects. 2.12 In Cumbernauld, the Targeted Action subgroup identified the need for engagement with the three targeted communities. The subgroup set up a working group to organise three community engagement events led by three local organisations supported by the Community Partnership Team and also a walkabout with partners within the Kildrum area was facilitated by the Community Partnership Team in response to local issues identified through Kildrum Community Council. Further details are included in short case studies within Appendix 2. Special Board Meetings 2.13 Feedback from Northern Corridor Community Board Planning and Education meeting has been circulated following the special meeting that took place in the Northern Corridor with further comments being noted at the recent Board Meeting. At this cycle of meetings there were no requests for any further special board meetings. Community Board Local Development Programme (LDP) Projects 2.14 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 13 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 2.15 Cycle 13 meetings saw continued involvement of seldom heard voices in Community Board meetings, with 11 groups represented in 6 meetings. The Community Partnership team will continue as a priority to proactively work with local community groups and people with lived experience to support this objective. Currently 134 Community Board Members have been issued with login details with 74 members, just over 50% having logged into the portal and accessed different areas of the hub with the most recent login being made on 30 October 2023. 2.16 As reported previously there is a low level of youth representation noted at Community Board meetings, although there is some evidence of young people attending some Community Boards such as Cumbernauld, Northern Corridor and Shotts, young people have participated in a range of different ways such as within consultation within local communities/schools carried out by the Community Partnership Team in relation to the development of LDP projects including play parks, wheeled sports areas and Muga’s, within Participatory Budgeting projects. Young people have also provided their views about issues that are important to them through involvement in consultation workshops organised for example through Youth Engagement Subgroups. Page 167 of 240
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2.17 For example, in Kilsyth and Villages Board area, 15 face-to-face workshops and an online consultation have taken place with 126 local young people within two local Secondary Schools with the support of Home School Partnership Officers (HSPOs) within voluntary youth groups such as Guides and Rangers and Church youth groups with the support of voluntary youth workers and within two CLD youth groups with the support of CLD staff. The consultation has helped the Community Board to identify and better understand the needs of local young people. Key themes that have emerged from the consultation identified that there is a need to improve communication with young people as not all young people were aware of opportunities available to them or how to become involved in their local community if they wanted too. Other issues were identified around food and financial insecurity, Health and Wellbeing and community safety issues. Young people identified that the best way to consult with them is face- to-face through schools and local youth groups. A report of the findings of this consultation was reported to the Kilsyth and Villages Community Board in November 2023. Our Lives – An exploration of the lived experiences of North Lanarkshire’s 2.18 Black, Asian, and other Minority Ethnic People The Our Lives Research exploring the lived Experiences of North Lanarkshire’s Black, Asian and other Minority Ethnic people and responses from our community planning, and other partners, has been published on the Council website. The Lead Officers Group is now working with representatives from each of the minority ethnic communities to arrange feedback and begin to engage on the specific issues the research highlighted for each of the communities. All nine Community Boards, and their sub-groups, are now being asked to participate in an annual equalities monitoring exercise. This will allow Boards to determine how diverse they are and therefore representative of the needs of the different communities in the Board area – particularly those of identity. Having this information will allow Boards to understand if different groups of people are over, under or unrepresented. Each Board can then take steps to either undertake targeted engagement with different communities to understand their needs and/or take action to fill diversity gaps within the Board membership. Taking steps to plug any gaps in that knowledge will not only increase confidence in the communities the Board serves that their needs and aspirations are being considered, but in the Board itself in the decisions it takes. Moving Forward 2.19 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 13, 6 out of the 9 meetings were chaired by Community representatives. Page 168 of 240
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Community Board Development Programme 2.20 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 resource has been developed to offer a blended learning experience, reaching out to a range of learning styles. 2.21 Progress is being made in the further roll out of the portal which was highlighted and welcomed previously at NL Strategic Leadership Board. Currently 134 Community Board Members have been issued with login details with 74 members, just over 50% having logged into the portal and accessed different areas of the hub with the most recent login being made on 30th October 2023. The Role of Chief Officers as Community Coordinators 2.22 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 2.23 The next cycle of Community Board meetings will be held in February/March 2024. Following consultation, with community group representatives and elected members who attend Community Boards it was identified that most Boards preferred a mix of online and face-to-face meetings moving forward. Some Boards decided that they would prefer to meet online over the winter months. In Cycle 13, 5 community boards met face-to-face and 4 were held online. 2.24 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. 2.25 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. The Cycle 14 meeting dates are set out in Table 3 below. Page 169 of 240
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Table 3 – Community Board Meeting Dates (Cycle 14) Community Board Day Date Shotts Tuesday 20/02/2024 Northern Corridor Wednesday 21/02/2024 Coatbridge Thursday 22/02/2024 Cumbernauld Tuesday 27/02/2024 Kilsyth & Villages Wednesday 28/02/2024 Wishaw Thursday 29/)2/2024 Airdrie Wednesday 06/03/2024 Bellshill Thursday 07/03/2024 Motherwell Tuesday 12/03/2023 Local Outcome Improvement Plans – Partnership Delivery, Monitoring, and Management Framework 2.26 As previously reported, the online LOIP monitoring, and evaluation framework is in place. This is a management tool that is being used by community planning partners to ensure that progress towards addressing key priorities that were agreed with local communities is monitored, recorded, and reported. 3. Measures of success 3.1 Delivery of LOIP outcomes and increased levels of engagement with local communities and partners, resulting in generally positive impacts on communities across a variety of priorities and key issues identified through effective locality planning and the implementation of the Community Boards, particularly in areas where further consultation has been required. 4. Supporting documentation 4.1 Appendix 1 – Example of Cycle 13 Community Board Agenda. 4.2 Appendix 2 – LOIP Priority - Targeted Action Case Studies Stephen Penman Chief Officer (Strategic Communication and Engagement) Page 170 of 240
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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? Page 171 of 240
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5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 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 172 of 240
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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 173 of 240
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Appendix 1 Community Board Agenda (Cycle 13) AGENDA (example) 1. Welcome and Introductions 2. Apologies 3. Minute of previous meeting and matters arising 4. Community Planning and Strategic Leadership Board Presentation 5. Local Outcome Improvement Plan (LOIP) - Local Priorities i. Digital Mapping Exercise 6. Volunteer NL Presentation 7. Community Matters i. Local issues put forward by local communities. ii. E.g., Town Action Plan for Kilsyth 8. Local Development /Investment i.Local engagement/consultation ii.Funding opportunities 9. Standing Agenda items i.Community Coordinators Up-date ii.Local Development Programme (LDP) up-date 10. AOCB 9. Date and time of next meeting Page 174 of 240
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Appendix 2 LOIP Priority - Targeted Action Case Studies Northern Corridor Community Board LOIP Priority: Moodiesburn Moodiesburn West area was initially identified as a place priority by Northern Corridor Community Board. The lack of a community anchor organisation was addressed by the creation of Moodiesburn Community Action Group who, through community consultation, determined that the wider Moodiesburn area should be the focus of this LOIP priority. The membership of this group has steadily increased since the group was created, and actions have been highlighted and progressed following the creation of the LOIP subgroup and local Community Anchor organisation. The Action Group has worked with the Community Partnership Team (CPT) and elected members to identify local issues with initial concerns raised by local people around community safety, facilities/services for young people and NHS services. A walkabout took place and, following discussions with local people, an environmental clean- up was organised at The Glen and Kelvin Drive sites with tree and foliage cut back and road cleaning completed at Kelvin Drive. An application was made to North Locality Consortium, supported by the Community Partnership Team, with a successful application of £2000 awarded to the group to host a Community Listening event to gather wider community views. The Community listening event took place in the Pivot Centre in Moodiesburn on 07/09/2023 with over 100 adults and 80 young people in attendance which enabled the group to identify local issues. As a result of the Community Listening Event, further projects have been proposed including a play area near St Michaels Primary School, additional parking bays at Bedlay Court and a Christmas tree project at the Pivot Centre (2024/2025). Following consultation with young people and residents, the final site for a wheeled sports facility planned for Kelvin Drive was confirmed and is currently out to Tender as of January 2024. Kilsyth & Villages LOIP Priority: Targeted Action within Identified Communities Across the Board area. Partnership work has been taking place with local community organisations and groups to develop opportunities for Targeted Communities within the Community Board area. This has included working in partnership to progress projects such as a Play Park that has recently been completed in Livingstone Park, work with a local Tenants and Residents Association to upgrade Bogside Play Park and work with local people from Rennie Road and Northfield areas to develop a Tenants and residents Association. The Rennie Road/Northfield area was identified as an area that did not have a Community Anchor organisation to represent the views of local people. The Community Partnership Team, Tenant Participation Team and local elected members have been meeting with residents interested in establishing a Tenants and Residents Association to raise local issues and to identify and progress local projects for the area. Local people have been working to develop their Tenants and Residents constitution and are currently planning their Inaugural public meeting that will take place in January 2024. Page 175 of 240
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Cumbernauld LOIP Priority: Targeted Action in Cumbernauld Three targeted Communities were identified within the Cumbernauld Local Outcome Improvement Plan. The Cumbernauld Targeted Action subgroup agreed to engage with these communities through the development of community engagement events carried out in each of the targeted Communities. A working group was set up with a community organisation being identified from each of the priority communities. For example, Kildrum Community Council took the lead for developing the Kildrum event that took place in the Salvation Army Building in Kildrum, Abronhill Regeneration Forum supported the event targeting Abronhill that took place in Abronhill Community Centre and Cornerstone House hosted an event targeting the Carbrain area that took place in Cornerstone House in Cumbernauld. The focus of each of the events was on the needs of each of the targeted local communities and the events took place during Challenge Poverty Week in October 2023. The Kildrum event targeted older residents as the area has a high population of older people and a range of relevant organisations were invited to attend to provide information and support for local people. Issues such as Housing, Health and Wellbeing, support for Carers, tackling poverty etc were identified. Organisations who attended reported positively about the networking opportunities and the support they were able to provide for local people. Kildrum Community Council also requested a walkabout with partner agencies to look at issues that local people had identified within their local community. A walkabout was facilitated by the Community Partnership Team on Monday 13th November 2023 and was attended by representatives from Kildrum Community Council, NLC Housing and Community Partnership Team, Sanctuary Housing, Police Scotland, and a local Elected Member. Issues identified by local people included repairs required to paths and brickwork, improved handrails, drainage issues, local environmental improvements, and street signage with appropriate issues being passed to relevant organisation/Council department to be addressed. Page 176 of 240
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref SP/MC Date 05/02/24 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 07725 289559 Executive Summary This report provides an update on progress with the Community Board Local Development Programme (LDP) projects previously approved by committee. In addition, the report seeks in principle approval for new potential projects as proposed by local community groups. Recommendations It is recommended that the Communities Committee: (1) Recognises progress with the 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 Programme of Work All Programmes of Work Item 9 Page 177 of 240
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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. The current Capital Programme is under review and a new Capital Programme for 2024/25 to 2028/29 will be agreed by Council in 2024. The outcome of the review process on the LDP budget will be detailed in an update report to the Communities Committee. 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. 2.2 Project progress • Information on current and potential future projects is contained within Appendix 1. • Please note the figures in Appendix 1 are notional/indicative potential project costs and that no budget has been allocated to specific projects. • The Community Board Local Development Programme highlights the council’s commitment to community led neighbourhood regeneration. Page 178 of 240
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• Prioritisation work has been undertaken taking account of the allocated budgets and criteria to schedule project delivery of the current holding over the five-year budget cycle. These priorities may change as projects develop and clearer costs become available. • Where feasibility checks have identified that the project is not viable, the recommendation within Appendix 1 is to delete such projects from the list moving forward. 2.3 Projects seeking approval Table 1 below, provides a summary of the LDP projects seeking Committee approval in this cycle. In total, 13 projects across the Community Board areas are seeking Committee Approval. Table 1. Projects seeking approval from this cycle of Community Boards Community Board Area Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Airdrie Four Isles Community Centre Fencing £10,000 Raised at community board. Coatbridge Last Tram Project Heritage £10,000 £5,000 Active & Creative Communities £1100 through Community Benefits Funding proposal submitted for 10k. £20K required to complete project. Cumbernauld Mossywood Court, Westfield Parking £12,000 Further feasibility checks required. Potential for 4 spaces. Cumbernauld Ben Venue (Eastfield) Parking £10,000 Feasibility checks complete, limited scope for development Motherwell 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. £75,000 Proposal Form Received. Early stages, validity checks of project required. Page 179 of 240
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Motherwell Fife Drive, Forgewood play park improvement and expansion Replace missing equipment and consider adding some more play equipment to improve the park £80,000 Further discussion with the local organisation and community Application received. Community Board Area Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Motherwell Duchess Park New notice boards/signage £5,000 Further discussion with the local community. Waiting on confirmation that the new notice board and Duchess Park sign can be replaced internally. Motherwell Newarthill Path-lighting, woodland walking area £15,000 Further discussion to be had with the Newarthill community council. Proposal submitted. Need to establish full scope of work Northern Corridor Moodiesburn Play Area New play area at top end of Moodiesburn £75,000 Next financial year priority. Proposed site on ground at St. Michael’s PS, Blackwoods Crescent approved for use. Northern Corridor Cardowan Green Gym Green gym facility £20,000 Next financial year priority. CPT to carry out feasibility check on potential site. Northern Corridor Moodiesburn Christmas Tree project Erect permanent tree £ 3000 Next financial year priority. Page 180 of 240
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CPT and Streetscene to carry out feasibility check on potential site. Northern Corridor Car parking bays at Bedlay Court, Moodiesburn Additional bays on grassed areas £20,000 Next financial year priority. CPT to carry out feasibility check. Community Board Area Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Wishaw Cleland Sidney Devine Memorial Memorial Plaque for Sydney Devine in his town of birth. £5,000 Proposal being developed along with local representatives. Current Delivery Challenges 2.4 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 2.5 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 had been placed on hold. Discussions have taken place with the Roads service who use this contract and an agreement has been put in place. The tender process was concluded in early December 2023 and a successful contractor appointed. Initiation meetings took place in January 2024 to agree the programme of work which rolls out from January to the end of March 2024. Labour Shortages 2.6 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 four months from date of contract award. We will continue to monitor the market position and adjust timelines as required. Market Capacity and Demand 2.7 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 Page 181 of 240
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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. The tender process was concluded in early December 2023 and successful contractors were appointed for the various projects. Initiation meetings took place in January 2024 to agree the programme of work which rolls out from January into the Spring of 2024. 3. Measures of success 3.1 Projects delivered within agreed timescales taking into account all relevant factors and budgetary considerations. 3.2 Local communities are involved from the earliest stage in the development of project designs and delivery and are generally satisfied with the outcome. 3.3 People in communities whose voices are seldom heard are engaged in putting forward/influencing projects within their community. 3.4 The governance role of the Community Boards is consolidated in terms of project development, approvals and monitoring processes. 4. Supporting documentation 4.1 Appendix 1 – Community Board Local Development Programme 2022/23 onwards 4.2 Appendix 2 – Budget Information 4.3 Appendix 3 – Play Area Development List 2023/24 Stephen Penman Chief Officer (Strategic Communication and Engagement) Page 182 of 240
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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 183 of 240
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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 184 of 240
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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 185 of 240
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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 Caldercruix Play Area Potential update of Play area TBC Site visit needs to be arranged. Lost Villages Heritage Project TBC Feasibility checks to be done. Chapelhall/Bellside Road parking Road parking £40,000.00 Awaiting outcome of legal issues (Approved previously by Board) no progress till further notice. Calderbank, dog walking area Dog walking area TBC Feasibility checks to be done. Projects Seeking Approval- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Four Isles Community Centre Fencing £10,000 Raised at community board. 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/Holehills Place £10,000 Housing developers off site contribution Approved at CB 7th June 2023. Site unavailable due to currently being used by developer. Need to find new site. Hill Street Parking, Caldercruix Create additional parking bays £10,000 To be Delivered via Surfacing framework. Consultation to be undertaken. Tenders due back December. Brownsburn Park Upgrade to paths £17,000 Approved at CB 8th March 2023. Arrange site meeting. Whinhall Allotments Environmental works including the installation of £15,000 N/A Approved at CB 8th March 2023. Page 186 of 240
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new path, raised beds and associated ground works Under design development. Jarvie Avenue, Plains Parking £15,000 To be Delivered via Surfacing framework. Consultation to be undertaken. Tender due back December Plains Community Futures Outdoor Gym £24,200 £13,000 grants from Consortium & Lottery Approved at CB Dec 22 Deliver Year 3 Tender due back December. Gartleahill Play Area Wheeled sports area & refurb existing play area £20,000 £80K will be allocated from Scottish Government Play Park Renewal Programme Year 3 priority. Wheeled sports year 2024-2025 Tender due back December for play area upgrade. Craigneuk play area Calderigg Place Creation of new play area £100,000 A suitable site has been identified to build a new play area. Year 3 priority. Tender due back December Community Safety - CCTV Additional CCTV in locality in conjunction with community safety partners £25,000 Year 3 priority £5967.50 deployable CCTV contribution £3,743.00 and £10,000 committed for CCTV Projects Chapelhall – Queens crescent Improved parking £15,000 Location to be confirmed. Not progressing after feasibility checks. Advised removal. Arndale Plains Improved Parking £15,000 Not progressing after feasibility checks. Advised removal. Caldercruix Heritage Project £30,000 Works ongoing to be completed late 2023 Rawyards Roundabout Environmental Improvements £10,000 Veg clearance works complete all other works expected to be competed winter 2023 Victor Street / Stemac Lane Plains Parking Improvements £15,000 To be Delivered via Surfacing framework. Check consultations. Tender returning in December. Crowwood Road, Calderbank Parking £15,000 Approved at CB on 6th Sept 23 Progressing in next Financial Year Glen Road, Petersburn Parking £10,000 Approved at CB on 6th Sept 23 Page 187 of 240
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Progressing in next Financial Year West End/Centenary Park New interpretation boards £15,000 Approved at CB on 6th Sept 23 Progressing in next Financial Year The renewal of the interpretation boards at West End & Centenary Park Heritage Project TBC To be progressed next Financial Year. Community Partnership Initiatives Funding to support partnership initiatives £10,000 BELLSHILL Projects Under development 2022 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes McCracken Drive car parking Additional parking space £17500 Prioritisation required around scope and location. Lilac Crescent Community garden or car parking Community garden or car parking £30,000 Community consultation completed on 7th September 2023. Further project development underway. Douglas Street car parking Car parking £18000 Further information is required for identifying location and scope of work. Proposal form needed Windsor Park – Holytown community garden Project to create a community garden £25,000 Project proposal submitted for discussion. Projects Seeking Approval- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Potential Community Board LDP Programme 2023 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Laburnum Rd – footbridge and environment To repair side panels of an existing footbridge. Addressing litter and fly tipping issues £10,000 Estimated delivery end of Financial Year 23-24. Page 188 of 240
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Sycamore Ave – community garden To create a community garden/ dog walking area £25,000 Design and development in progress. Year 4 delivery Holytown Main Street community garden Project to create a community garden £25,000 Design and development in progress. Year 4 delivery Redwood Crescent – community garden Project to create a community garden £30,000 Feasibility checks required in terms of scope, engagement and design. Year 4 priority. Viewpark Gardens Funding to support development of potential works at site £20,000 Moved to year 4 for delivery in conjunction with local group 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 Out to tender. Returns by December 23. Work to progress early 2024 Clydesdale Rd/Mossend Primary School – car parking Extra car parking spaces £35,000 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 end 2023. Orbiston bing project Vegetation clearance to footpaths and existing pedestrian routes. £10,000 Arrangements underway to proceed. Year 3 priority Page 189 of 240
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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 0 New Supply Project to progress under New Supply as part of Dunnotar Avenue project – like for like replacement of recreation space. Projects Seeking Approval- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Last Tram Project Heritage £10,000 £5,000 Active & Creative Communities £1100 through Community Benefits Funding proposal submitted for 10k. £20K required to complete project. Potential Community Board LDP Programme 2023 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. Consultation widened to include Sykeside as per new T&R group Dunure Place Coatbridge Creation of parking bays to alleviate congestion £20,000 Approved in principle Awaiting consultation. Tender returning in December. Dunure Street Coatbridge Dog walking area at Dunure Street Coatbridge £15,000 Approved in principle. Scheduling in progress Tender returning in December Community Safety – CCTV Additional CCTV in locality in conjunction with Community Safety Partners £25,000 As required Kirkwood Local Improvements Junior play area development £60,000 Survey report complete. Design Brief complete. Tender Returning in December. Kirkwood Local Improvements Dog walking area development £15,000 Survey report complete. Scheduling in progress. Margaret Street Park Remove fencing & upgrade lighting £1,000 Upgrade from single to dual light in progress Summerlee Street Parking and Environment £10,000 Extension of footpath along grass verge. Scheduling in progress Tender returning in December. Page 190 of 240
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Carnbroe Welcome Signage & Heritage panels Signage on Roundabouts re welcome & safe driving & heritage panels to safely screen mine cap in community garden £10,000 Project requested by CCAR – proposal submitted; initial feasibility completed. Design process in progress with CCAR Oak Place, Greenend Parking Bays Creation of additional parking bays to alleviate congestion £20,000 Oak Place & alleviate congestion. Surfacing Tender returning in December Kelso Quadrant Community space Create a useable community space on currently unused waste ground to rear of properties £10,000 Initial community consultation completed. Design of community garden in process with residents and supported by street scene team. 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 completed; project proposal form submitted. Design of outdoor education space in process with project members and supported by street scene team. Community Partnership Initiatives £10,000 CUMBERNAULD Projects Proposal under development 2023 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Ellisland Road, Kildrum Parking £15,000 Feasibility checks required. Darroch Way, Seafar Parking £15,000 Feasibility checks required. Afton Road (Kildrum) Parking/One Way £15,000 Request for additional parking: feasibility checks underway. Request for one way system out with remit/scope of LDP funding. Request passed to Roads for consideration. Community Council identified project as priority one, out of applications submitted. Birch Road (Abronhill) Parking £45,000 Three proposals submitted. Further investigation required. Scope of works to be confirmed. Page 191 of 240
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Projects Seeking Approval- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Mossywood Court, Westfield Parking £12,000 Further feasibility checks required. Potential for 4 spaces. Ben Venue (Eastfield) Parking £10,000 Feasibility checks complete, limited scope for development Potential Community Board LDP Programme April 2023 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Netherwood Place, Westfield Parking £15,000 Approved at Committee May 2023. Out to tender, returning in December Inchwood Road, Westfield Parking £15,000 Approved at Committee May 2023 Out to tender, returning in December Watch Us Grow Environmental improvement £10,000 Approved at Committee May 2023 Awaiting license from Nature Scotland Netherwood Road(Westfield) Parking £15,000 Addition parking spaces Approved at Committee Oct 23. Out to tender next financial year Cumbernauld Peace Garden Memory Walk £10,000 Approved at Committee Oct 23. Detail design required. Out to tender next financial year. Eastfield Play Area Playpark £100,000 Balloch site identified, proposal submitted by local community. Approved at Committee Oct 23. Next Financial Year Oak Road Football Pitch, Abronhill Parking Improvements £25,000 Reduced scale project to be delivered via Surfacing framework. Out to tender returning December Melrose Road, Greenfaulds Parking Improvements £20,000 To be delivered via surfacing framework. Out to tender returning December Page 192 of 240
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Community Partnership Initiatives Funding to support community partnership initiatives £10,000 Cumbernauld CCTV CCTV Columns installed: Clouden/Ellisland. Carbrain Gully (Greenrigg Road), the column tracking, and cabinet are going in next week beg 27th Nov. Carbrain Primary power connected, final install of the camera in December Cumbernauld Heritage Project, Abronhill Heritage Project £4,900 Restoring of underpass painting/mural. Advice sought from Active and Creative Communities. Millcroft Road, South Carbrain Play Area upgrade £80,000 (Scottish Government money) Contract awarded. Works early 2024. Consultation complete – Carbrain Primary pupils. Braehead Road, Kildrum Play Area Upgrade £50,000 (Scottish Government money) Contract awarded. Consultation scheduled. Works early 2024. Consultation with Kildrum Primary School pupils (29/11/23) KILSYTH Projects Under development 2023 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 seeking third party funding support for essential building and facility improvements. Proposal will require to be updated Projects Seeking Approval - Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Page 193 of 240
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Potential Community Board LDP Programme 2023 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Bogside Playpark Play Park upgrade £15,000 £50,000 Scottish Government Tender award dec. 2023. Croy Community Hub Outdoor Community Space (garden) TBC Year 4 priority. Costings to be determined and community engagement required. Proposal form submitted, await checks and further community consultation. CCTV Community Safety £10,000.00 Argyll Place Parking Additional parking spaces required. £15,000 Feasibility checks complete. Approved at committee October 23 Next financial year. Banton Parking Parking £20,000.00 Year 3 Project. To be Delivery via surfacing framework. Tender out November 23 Returning December Rennie Rd project (MUGA) Requires community group involvement to progress TBC Year 4 priority. Community group currently in the process of being established. Project scope to be confirmed. Livingston Park Play Park Upgrading of facility TBC £130,000 Completed Sept 2023 Community Partnership Initiatives Funding to support partnership initiatives £1,500 MOTHERWELL Projects Under development 2022 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes 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, scoping of project required. No proposal form received to date. Page 194 of 240
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Outdoor Gym, Newarthill Projects Seeking Approval- 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 £75,000 Proposal Form Received. Early stages, validity checks of project required. Fife Drive, Forgewood play park improvement and expansion Replace missing equipment and consider adding some more play equipment to improve the park £80,000 Further discussion with the local organisation and community Application received. Duchess Park New notice boards/signage £5,000 Further discussion with the local community. Waiting on confirmation that the new notice board and Duchess Park sign can be replaced internally. Newarthill Path-lighting, woodland walking area £15,000 Further discussion to be had with the Newarthill community council. Proposal submitted. Need to establish full scope of work Lyons Quadrant Parking £10,000 Potential Community Board LDP Programme 2023 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Newarthill Glenburn Ave. Parking Parking £10,000.00 Tender Nov, awarded Dec, Completed by end March 24 Community Safety CCTV Additional CCTV in locality in conjunction with Community Safety Partners £25,000 Year 3 allocation. The Loaning Motherwell Improvements to play area £20,000 £100,000 Completed September 2023 Community Partnership Initiatives Funding to support community partnership initiatives £10,000 Approved at Communities Committee. Page 195 of 240
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Roman Road play area Play Area £140,000 Tender Oct/Nov Awarded December Robert Burns Avenue, Newarthill Parking bays £15,000 Tender Nov, awarded Dec, Completed by end March 24 Newarthill Tree Lighting project Community Council want to light up 5 trees next to the welcome to Newarthill entrance feature £15,000 Under development. Estimated delivery end of FY 23-24 NORTHERN CORRIDOR Projects under development 2022 onwards - Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Auchinloch Community Council Auchinloch Village green green gym facility £20,000 Next financial year priority. Project identified through Auchinloch Community Action Plan. Consultation and surveys completed. Projects Team has met with group to consider feasibility. Northern Corridor Community Volunteers Locality Heritage Project Local heritage project £ 5,000 Next financial year priority. Third party funding in support of National Lottery Heritage Fund application. Projects Seeking Approval for 2024 onwards Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Moodiesburn Play Area New play area at top end of Moodiesburn £75,000 Next financial year priority. Proposed site on ground at St. Michael’s PS, Blackwoods Crescent approved for use. Cardowan Green Gym Green gym facility £20,000 Next financial year priority. CPT to carry out feasibility check on potential site. Page 196 of 240
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Moodiesburn Christmas Tree project Erect permanent tree £ 3000 Next financial year priority. CPT and Streetscene to carry out feasibility check on potential site. Car parking bays at Bedlay Court, Moodiesburn Additional bays on grassed areas £20,000 Next financial year priority. CPT to carry out feasibility check. 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 Next financial year priority. Community Partnership initiatives Funding to support community partnership initiatives £ 3,000 Next financial year priority. Dunalistair Drive Play Area, Millerston Replace play area £60,000 £60,000 (Scottish Government Funding) Year 3 priority. Contract awarded – Contractor on site August 2023. Moodiesburn Kelvin Drive Wheeled sports facility Wheeled sports facility £20,000 £133,000 (Developers Contribution) Out for tender Oct. 2023. Returns in December 2023. Lochside Play Area, Gartcosh Refurbish play area £10,000 £80,000 (Scottish Government Funding) £5000 (Developers contribution) Out for tender Oct. 2023. Returns in Dec. 2023. Car parking bays at Blades Court, Gartcosh Additional bays on grassed areas £15,000 To be Delivered via Surfacing framework. Consultation completed. Contract to be awarded in Dec. 2023. Car parking bays at Lochside, Gartcosh Additional bays on grassed areas £15,000 To be Delivered via Surfacing framework. Consultation completed. Contract to be awarded in Dec. 2023. Frankfield Road, Cardowan MUGA . £40,000 Final cost to be confirmed. Out for tender Oct. 2023. Page 197 of 240
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(Multi Use Games Area) project Returns in Dec. 2023. SHOTTS Projects under development 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. Notional third-party contribution of up to £15000 Organisation in early discussions with National Lottery Community Fund. Project dependent on securing external funding. Potentially allocated to year 4 or 5. Summerhill Place, Allanton Car Parking Notional £20000 budget Potentially allocated to year 4 or 5. Salsburgh Community Council Commemorative Railway Hutch and Wagon on Rails Notional £15000 budget Potentially allocated to year 4 or 5. Salsburgh Community Council Solar lighting at outdoor community space to aide community safety Notional £5000 budget. Potentially allocated to year 4 or 5. Salsburgh Community Council King George V Park path renewal N/A N/A Community Partnership Team will review project viability alongside other services input. Stane Gardens, Shotts Request for additional benches at Stane Gardens Notional budget of £6000 Community Partnership Team will review project viability alongside other services input. Salsburgh Community Council Wider improvement programme for King George V Park TBC TBC Community Partnership Team will review project viability alongside other services input. Benhar Road, Shotts Wider community safety and speed mitigation measures TBC TBC Roads Dept have completed assessment survey measures. Limitations on scope through LDP. Page 198 of 240
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Projects Seeking Approval- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Community Board LDP Programme 2023 onwards Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes 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 £10,000.00 Year 3 priority. Manse Road car park signage, installation and engagement work to be completed by end of financial year. Shotts Leisure Centre Outdoor Gym Outdoor gym £30,000.00 Year 5 priority. Lochaber Road Parking Parking £30,000.00 Year 3 priority. Out for tender. Work to be completed by end of financial year Community Safety CCTV Additional CCTV in the locality in conjunction with community safety partners £30,600.37 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 £15,000 LDP for year 3 £70,000 EKF external funding sourced by organisation Contract awarded and installation progressing. Torbothie Rd Shotts Parking £20,000 Year 3 priority. Out for tender. Work to be completed by end of Financial Year Salsburgh Feature Lighting Project to install lighting on entrance features and war memorial £10,000 Currently assigned to Year 3. Design being finalised. Page 199 of 240
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Hareshaw Play Area Install additional item of equipment for older children £5,000 Completed October 2023. Laggan Path Parking £10,000 Currently assigned to Year 4. Muldron Terrace, Shotts Development of parking bays to reduce congestion £10000 notional budget TBC Year 3 priority. Out for tender. Work to be completed by end of Financial Year. Community Partnership Initiatives Funding to support community partnership initiatives £2000 TBC Approved at Community Empowerment Committee WISHAW Projects Under development 2023 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Newmains Community Council - Bike Track or MUGA Clarification on project once survey findings received £70,000 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 completed. Further checks required. Templars Gill Environmental & Woodland improvements – including installation of bike park Third party contribution TBC Potential of up to £100,000 funding from Sports Scotland Facilities Fund Idea being developed in partnership with Social Track and Green Action Trust. Proposal to be submitted in due course. Wishawhill Woodland Environmental & Woodland improvements around Wishawhill Woods including further development of pump track/cycling facilities Third party contribution TBC Potential of up to £100,000 funding from Sports Scotland Facilities Fund Idea being developed in partnership with Social Track and Green Action Trust. Proposal to be submitted in due course. 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 200 of 240
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Cleland Sidney Devine Memorial Memorial Plaque for Sydney Devine in his town of birth. £5,000 Proposal being developed along with local representatives. Potential Community Board LDP Programme 2023 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Attercliffe Avenue Play Area Replace Play area £50,000.00 £35,000 Works completed, signed off 17th July 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 – Consultation and Design Specification completed. Awaiting tender returns. 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. Recommend removing. 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. Work due to commence in FY 2024 Lyman Drive Play Area Replace Play area – upgrade park £40,000.00 Year 3 priority - Consultation and Design specification completed. Awaiting tender returns. 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. Contractor now on site, work commenced W/C 4th September 2023. Awaiting confirmation of completion date. Overtown Brighter Neighbourhood Group Outdoor Gym £45,000 Year 3. Awaiting tender returns. Delivery will be in 2023/24. Page 201 of 240
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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 £10,000 Further consultation required for revised layout. Parkside Play Area, Cleland Install new swing bay £5,000 Completed October 23 Newmains Community Council Village Welcome Sign Creation of Welcome Sign £20,000 Year 3 priority - Consultation underway to develop design specification. Branchalwood Estate, Coltness Environmental improvements £5000 Nature Walk Upgrades. Idea being developed by local neighbourhood group. Proposal form submitted with location plan. 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 Page 202 of 240
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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 203 of 240
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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 Gartleahill play area Replacement and upgrade of existing play area £20,000 £80,000 Contract awarded December 2023. Initiation meeting January 2024, Installation in Spring 2024. Airdrie Craigneuk play area New play area £90,000 £0 Contract awarded December 2023. Initiation meeting January 2024, Installation in Spring 2024. Airdrie Holehill/ Kenniburn Avenue New play area £50,000 £0 Project delayed until 2024/25 Airdrie Moffat View Play Area Replace existing play area £50,000 Work completed September 2023 Airdrie Plains Outdoor gym New outdoor gym facility £35,000 £0 Contract awarded December 2023. Initiation meeting January 2024, Installation in Spring 2024. Bellshill Baird’s Avenue Park Improving play facilities and equipment at an existing play area £30,000 £70,000 Contract awarded December 2023. Initiation meeting January 2024, Installation in Spring 2024. Bellshill Rosevale Crescent/Calder Park MUGA project, Mossend Multi-Use Games Area (MUGA) facility £30,000 + additional external funding £100,000 Developer contribution Contract awarded December 2023. Initiation meeting January 2024, Installation in Spring 2024. Coatbridge Kirkwood Junior Play area New play area for younger chidlren £40,000 £0 Contract awarded December 2023. Initiation meeting January 2024, Installation in Spring 2024. Cumbernauld Millcroft Road Upgrade Play Area £80,000 Scottish Government Play Contractor appointed, Page 204 of 240
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Park renewal fund installation due February 2024 Cumbernauld Braehead Road Upgrade Play Area £50,000 Scottish Government Play Park renewal fund Contractor appointed, installation due February 2024 Kilsyth Bogside park Replacement and upgrade of existing play area £15,000 £65,000 Scottish Government Play Area Renewal Fund Contractor appointed, installation started November 2023 Motherwell The Loaning Motherwell Improvements to play area £50,000 £100,000 Scottish Government Play Park renewal fund Installed September 2023 Motherwell The Roman Road Improvement and renewal of a play area £50,000 £90,000 Scottish Government Play Park renewal fund Contract awarded December 2023. Initiation meeting January 2024, Installation in Spring 2024. Northern Corridor Moodiesburn Kelvin Drive Wheeled sports facility Wheeled sports facility £20,000 £52,000 Developers Contribution Completed December 2023 Northern Corridor Frankfield Road MUGA New Multi Use Games Area £130,000 Contract awarded December 2023. Initiation meeting January 2024, Installation in Spring 2024. North Corridor Dunalistair Drive Play Area Replacement play area £120,000 Installed September 2023 North Corridor Lochside Play area Gartcosh Replacement play area £0 £80,000 Contract awarded December 2023. Initiation meeting January 2024, Installation in Spring 2024. Shotts Hartwood Funding to support local play area refurbishment £15,000 Installed September 2023 Shotts Hareshaw Additional play equipment £5,000 Installed September 2023 Wishaw Overtown Outdoor Gym £45,000 Contract awarded December 2023. Page 205 of 240
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Initiation meeting January 2024, Installation in Spring 2024. Wishaw Lyman Drive play area Replacement play area £0 £40,000 Scottish Government Play area renewal funding Contract awarded December 2023. Initiation meeting January 2024, Installation in Spring 2024. Wishaw Newmains Improved play area £150,000 Installed September 2023 Wishaw Cleland Public Park Refurb and extend play area £50,000.00 Installed October 2023 Wishaw Parkside Install new swing bay £5,000 Installed September 2023 Page 206 of 240
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref: NLC-CPT-22-173 (HM/HL) Date: 05 February 2024 Contract Award for Corporate Booking System From Heather Liddle, Active & Creative Communities Manager E-mail Liddleh@northlan.gov.uk Telephone: 07973726496 Executive Summary The Committee is asked to approve the award of a contract for Corporate Booking System (the ‘Agreement’) to Gladstone MRM Ltd. The Agreement is for an initial period of 60 months anticipated to commence on 1st March 2024. The council reserves the right to extend the Agreement for additional periods up to a maximum of a further 24 months. The maximum value of the Agreement is Three Million Pounds Sterling (£3,000,000) exclusive of VAT. Recommendations It is recommended that the Committee: (1) approves the award of the Agreement to Gladstone MRM Ltd at the maximum Agreement value of Three Million Pounds Sterling (£3,000,000) exclusive of VAT. The Plan for North Lanarkshire Priority All priorities Ambition Statement (24) Review and design services around people, communities, and shared resources Programme of Work Digital North Lanarkshire Item 10 Page 207 of 240
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1. Background 1.1 The requirements within the contract are currently under contract with Gladstone MRM Ltd. This contract is due to expire on 31 September 2024 with the contract detailed within this report due to supersede it. The overlap allows for implementation and smoother transition. 1.2 The existing contract was awarded through the Scottish Government Software Value Added Reseller framework (SVAR) in September 2023 for a period of 12 months to allow time for an open tender procedure to be evaluated resulting in a longer-term contract to be awarded to the winning bidder. 1.3 The original timescale for the procurement procedure was extended due to the decision made in May 2023 to expand the scope of the original leisure booking system contract to include the wider booking requirements of the Community Facilities and Hubs. 1.4 The current contract provides an end-to-end membership and booking system for all NLC leisure venues. Community facilities were added to this system through 2023 as their previous system became end of life. This was seen as a short-term solution whilst a new wider procurement was undertaken for a replacement solution. 1.5 Active and Creative Communities have utilised this current contract since 2010, as part of the insourcing exercise in 2021 it was identified that no market testing had been conducted for some time and NLC would benefit from such exercise to ensure best value. 1.6 A user group was formed in September 2022 to commence work on identifying the scope of the contract. During this discovery period it was decided that NLC would benefit from one booking system allowing users to have the same experience whether booking a gym class or a football pitch. 1.7 The procurement was intended to be completed and awarded before October 01 2023. This has not been achieved as a decision was taken in May 2023 at NLC’s Enterprise Architecture Governance Group (EAGG) to include the booking requirements of the hubs in line with North Lanarkshire’s EAGG principles. This therefore increased the scope of the contract and resulted in unforeseen delays. 1.8 The procurement went live 31 July 2023 with a closing date of 05 September 2023. The evaluation took place from September to November 2023. 2. Report 2.1 A group of technical and procurement representatives was formed to develop and agree the procurement strategy for the Agreement to enable the council to achieve maximum benefit for the requirements. 2.2 The initial estimated value of the Agreement dictated that the procurement procedure be undertaken in accordance with the Public Contracts (Scotland) Regulations 2015. An advert for the procurement opportunity was published on the Public Contracts Scotland and the UK Find a Tender (FTS) website. 2.3 The procurement procedure was undertaken as an “Open Procedure”. Invitation to Tender documentation published by the council received a total interest from 36 companies with the council receiving 3 tender submissions. Page 208 of 240
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2.4 Based on the evaluation criteria and scoring methodology set out in the invitation to tender package within the procurement procedure, an evaluation of tender responses received was completed by members identified by the UIG. Selection stage responses were assessed first and compliant tenderers that declared that they met the published minimum selection stage criteria progressed to the award stage evaluation. Following identification of the recommended tenderer(s), their selection stage responses were assessed in more detail to ensure they satisfied the minimum selection stage criteria applied 2.5 This recommendation to award the Agreement follows the completion of a procurement procedure where Gladstone MRM Ltd has been evaluated as demonstrating Best Value for the council. 2.6 Appendix 1 confirms the scoring achieved by each tenderer, further details of the procurement procedure is provided in Appendix 2 and the SME status and location of all tenderers is located within Appendix 3. Financial / Budget Consideration 2.7 The pre-tender wholelife estimate budget for the Agreement was £6,000,000. Following completion of the procurement procedure, the maximum value of the Agreement to be awarded is Three Million Pounds Sterling (£3,000,000) exclusive of VAT. 2.8 The bidder with the Most Economically Advantageous Tender submitted a response of One Million Two Hundred Eight Thousand Nine Hundred Fifty Pounds Sterling (£1,280,950) exclusive of VAT. 2.9 The current cost for the MRM system is £252,000.00 annually. This contract will deliver an initial annual fixed cost of £180,000.00. Historical increases with the addition of new system users and service requirements such as automated gates mean NLC will allow for these potential increases over the lifetime of the contract, by way of maximum contract value. Any additional requirements will be met under this award and benchmarked to ensure best value. 2.9 The costs associated with delivery of the Agreement will be contained within the Revenue budget for Active and Creative Communities. Price Stability 2.10 The price is fixed for the term of this contract. Community Benefits 2.11.1 The council is committed to maximising the delivery of community benefits. The procurement included a community benefit requirement, this approach is designed to deliver local community benefits where possible. 2.11.2 Within their tender, Gladstone MRM Ltd committed to deliver the following community benefits within the Agreement: Page 209 of 240
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Community Benefit Type Quantity Committed Educational Visits 2 Educational Workplace Visits 2 Work Experience Placement to obtain a “Foundation Apprenticeship” 1 Work Experience Placement for an induvial aged 14-16 years of age 2 Work Experience Placement for an individual 16+ years of age 2 Business Mentoring and Advice to Support to an SME /Social Enterprise / Voluntary Organisation 1 Business Event / Breifing to promote supply chain opportunities 2 Non-Financial Support for a Community Project / Organisation 2 2.11.3 The community benefits delivered as part of the Agreement does not include the creation of jobs or apprenticeships. Fair Work First 2.12 Within their tender submission, Gladstone MRM Ltd advised that they will commit to key areas of the Scottish Governments “Fair Work First” initiative. Contract Management 2.13 Officers from Active and Creative Communities will be responsible for managing the Agreement which will be undertaken in accordance with the contract and supplier management conditions applied within the Agreement. 3. Measures of success The Agreement will deliver the following outcomes; 3.1 Best Value to the Council as a result on an ‘Open Procedure’ which has identified the Most Economically Advantageous Tender. 3.2 As a critical business system within the organisation the continued delivery of key services to the public within all leisure venues including all front of house services from bookings, cash receipting and access as well as managing over £19m in revenue income and providing appropriate reporting functionality. 3.3 The implementation of new Corporate Booking Solution which assists in maximising Council income, streamlining processes and improves end user experience. 4. Supporting documents Appendix 1 Summary of Tender Evaluation Process Appendix 2 Summary of Procurement Process Page 210 of 240
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Appendix 3 SME Status and Location of All Tenderers Heather Liddle Active & Creative Communities Manager Page 211 of 240
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☒ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Budget confirmed by Finance. 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? Enhancement to service delivery. 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)? Page 212 of 240
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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? Risk associated with revenue generation linked with the provision of the existing system. Controls include robust project management to manage the transition from one system to another. As the incumbent has been successful this risk is reduced. 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 213 of 240
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Appendix 1 – Summary of Tender Evaluation Process Final Rank Tenderer Name Total Tender Score (%) Recommended for Award (Yes / No) 1 Gladstone MRM Ltd 85.86% YES 2 Digital Modus Ltd 51.73% NO Non- Compliant Jon Wright N/A NO Page 214 of 240
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Appendix 2 – Summary of Procurement Process Response CPT Contract Reference Allocated: NLC-CPT-22-173 Procurement Procedure Utilised: Open Procedure Governing Legislation / Regulations: Public Contracts (Scotland) Regulations 2015 Date Contract Strategy Approved: 28 July 2023 Tender Platform Utilised: PCS-Tender (PCST) Date Contract Notice Published: 31 July 2023 Total Expressions of Interest Received: 36 NLC Based Expressions of Interest: 0 Tender Return Deadline: 05 September 2023 Number of Tenders Received: 3 Tenders from SME’s: 2 Tenders from NLC Based Tenderers: 0 Tenders from Supported Businesses: 0 Number of Non−compliant Tenders: 1 Number of Compliant Tenders: 2 Number of Recommended Tenderers: 1 Basis of Award: Quality: 50% Price: 50% Evaluation Team: Active & Leisure Business & Digital Facility Support Services Anticipated Start Date of the Agreement: 01 March 2024 Total Agreement Period (Months): 84 months Maximum Awarded Value of the Agreement: £3,000,000 Page 215 of 240
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Appendix 3 – SME Status and location of all Tenderers Name of Tenderer Size of Tendering Organisation (Micro, Small, Medium or Large) Location (Local Authority / Council Area) Gladstone MRM Ltd Large Oxfordshire Digital Modus Ltd SME Hampshire Jon Wright SME Glasgow Page 216 of 240
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☐ Yes ☒ No Ref NLC-CPT-22-013 Date 05/02/24 Contract Award for Gym and Studio Equipment Framework Agreement From Andrew McPherson, Depute Chief Executive E-mail millerstev@northlan.gov.uk Telephone 07581 006264 Executive Summary In accordance with condition 21.3.2 of the Councils General Contract Standing Orders, the Depute Chief Executive approved the award of a framework agreement for Gym and Studio Equipment (the ‘Framework Agreement’). The Framework Agreement was for an initial period of 60 months anticipated to commence on 01 April 2023. The Council reserves the right to extend the Framework Agreement for additional periods up to a maximum of a further 24 months. The value of the Framework Agreement shall not exceed Two Million Six Hundred Thousand Pounds Sterling (£2,600,000) exclusive of VAT. Recommendations It was recommended that the Communities Committee: 1) Acknowledges the approval the award of the Framework Agreement to Indigo Fitness Limited across three lots as listed in Appendix 1 to the maximum value of Two Million Six Hundred Thousand Pounds Sterling (£2,600,000) exclusive of VAT. This recommendation follows the completion of a procurement procedure, where the tenders recommended for award have been evaluated as providing the most economically advantageous tender in terms of cost and quality for the Council. The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition statement (15) Encourage the health and wellbeing of people through a range of social, cultural, and leisure activities Programme of Work Invest in North Lanarkshire Item 11 Page 217 of 240
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1. Background 1.1 The previous contractual arrangements for gym equipment were arranged and managed by NL Leisure. This replacement framework agreement is the first generation covering all gyms over multiple specific lots and is not like for like comparable with the previous arrangements. 1.2 North Lanarkshire Council (“NLC”) have made the commitment to improve the health and fitness offering by investing in a new gym equipment for its facilities, including but not limited to: Wishaw Sports Centre; Time Capsule; Broadwood; Ravenscraig; Airdrie Sports Centre; Tryst Sport Centre; and Sir Matt Busby. The refurbishment programme of the gyms will take approximately 4-5 years. 1.3 An overview of the requirements of this multi-lot Framework Agreement is to supply, deliver, install and maintain gym equipment at each of the Council’s facilities. Due to the variation of equipment and to attract the most competitive offers, the requirements were carefully broken down into four specific Lots: Lot 1 – Cardio and Fixed Strength Lot 2 – Resistance Plate Loaded Lot 3 – Functional, Free Weights and Floor Lot 4 – Studio and Indoor Cycle 1.4 A single Contractor was required for each Lot to ensure consistency of equipment. There was no restriction on a Contractor winning multiple Lots. 1.5 General requirements for all Lots, the successful Contractor(s) were required to: • provide maintenance of gym equipment throughout the length of the Agreement; • manage equipment warranty; • provide design and marketing support; and • undertake NLC staff training. 1.6 Contractors were asked to provide details of the benefits which they can offer as part of the Framework Agreement that would have a direct impact on the level of customer service provided both within NLC facilities and within the wider community. 2. Report 2.1 A user intelligence group (the ‘UIG’) of technical and procurement representatives was formed to review technical specifications, discuss trading processes, market conditions and trends, ways to maximise community benefits and sustainability and to agree the procurement strategy that would deliver maximum benefit for the Council via the Contract. 2.2 The initial estimated value of the Contract dictated that the procurement procedure be undertaken in accordance with the Public Contracts (Scotland) Regulations 2015. An advert for the contract opportunity was published on the Public Contracts Scotland and the UK Find a Tender (FTS) website. Page 218 of 240
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2.3 The procurement procedure was undertaken as an “Open Procedure”. Based on the evaluation criteria and scoring methodology set out in the invitation to tender package within the procurement procedure, an evaluation of tender responses was completed by members identified by the UIG. Selection stage responses were assessed first and compliant tenderers that satisfied / declared that they met the published minimum selection stage criteria progressed to the award stage evaluation. Following identification of the recommended tenderer(s), their selection stage responses were assessed in more detail to ensure they satisfied the minimum selection stage criteria applied. 2.4 The Framework Agreement award recommendation for each Lot was made on the basis of the tenderers who submitted the most economically advantageous tender. Note the recommendations below; • Lot 1 – no award • Lot 2 – Indigo Fitness Limited • Lot 3 – Indigo Fitness Limited • Lot 4 – Indigo Fitness Limited 2.5 Appendix 1 confirms the scoring achieved by each tenderer, further details of the procurement procedure is provided in Appendix 2 and the SME status and location of all tenderers is located within Appendix 3. 2.6 The value of the Framework Agreement is Two Million Six Hundred Thousand Pounds Sterling (£2,600,000) exclusive of VAT including any option to extend the Contract. 2.7 The costs associated with contract delivery will be contained within the capital and revenue budgets for Education and Families. Price Savings / Increases 2.8 Due to the difference in time periods when the new Framework Agreement and previous arrangements were established, like for like comparison of the prices are not possible. As this is a Framework Agreement the Council is not obligated to guarantee the recommended tenderers any level of business throughout the entire term. Price Stability 2.9 The equipment prices submitted within the procurement shall remain fixed and unchangeable for entire duration of the Framework Agreement. The engineer costs are subject to an annual price review. 2.10 Under the Council’s price review model, the recommended Contractor may request price adjustment for Services Charges from 01 April of each year to reflect increases or decreases in the percentage increase or decrease in the Consumer Prices Index during the previous 12-month period provided that any increase shall be capped at the percentage increase in the Consumer Prices Index in the preceding 12-month period or 4%, whichever is lower. Page 219 of 240
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Community Benefits 2.11.1 The Council is committed to maximising the delivery of community benefits. The procurement included a community benefit requirement, this approach is designed to deliver local community benefits where possible. 2.11.2 Please refer to Appendix 4 for the Community Benefits secured. Fair Work First 2.12 Within their tender submission, Indigo Fitness Limited advised that they commit to the following areas of the Scottish Governments “Fair Work First” initiative: • Appropriate channels for effective voice; • No inappropriate use of zero hour contracts; • Action to tackle the gender pay gap and create a more diverse and inclusive workplace through their Women’s Leadership and Development Network and Equality, Diversion and Inclusion Group; • Offering flexible and family friendly working practices for all workers from day one of employment; • Oppose the use of fire and rehire practice • Payment of the real Living Wage; and • Investment in workforce development. Contract Management 2.13 Officers from Education and Families will be responsible for managing the Framework Agreement which will be undertaken in accordance with the Councils agreed approach to contract and supplier management. 3. Measures of success The Framework Agreement will deliver the following outcomes; 3.1 the appointment of a Contractor who has the experience and capability to deliver an innovative, high quality and responsive service; 3.2 the contract award procedure is compliant with the procurement legislation and internal procedures; 3.3 best value is both demonstrable and achieved; 3.4 secures a range of community benefits; 3.5 supports payment of the living wage to staff employed in the delivery of the requirements; and 3.6 performance is proactively managed against a number of Key Performance Indicators. 4. Supporting documentation Appendix 1 Summary of Tender Evaluation Process Appendix 2 Summary of Procurement Process Page 220 of 240
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Appendix 3 SME Status and Location of All Tenderers Appendix 4 Community Benefits Andrew McPherson Deputy Chief Executive Page 221 of 240
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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 maximum value of the Framework Agreement is £2,600,000.00 exclusive of VAT including any option to extend the Framework Agreement. The Council does not warrant or guarantee the amount of the total value of the Framework Agreement, this amount is indicative only. The costs associated with contract delivery will be contained within the capital and revenue budgets for Education and Families. 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 Page 222 of 240
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Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for 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? A contract specific risk register is contained within the Contract Strategy and will be managed by the service throughout the lifecycle of the Framework Agreement. 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). Page 223 of 240
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If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 224 of 240
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Appendix 1 – Summary of Tender Evaluation Process Lot 1 has not been recommended for a contract award due to a lack of competition within the tendering process. While three bids were received for Lot 1, each bid contained caveats and/or qualifications that did not make for a fair and equal evaluation. The requirements for this Lot will be reviewed and retendered as soon as possible to ensure competition is achieved. Lot 2 - Resistance Plate Loaded Final Rank Tenderer Name Total Tender Score (%) Recommended for Contract Award (Y / N) 1 Indigo Fitness Limited 94.00% Y 2 Core Health & Fitness Trading Limited 71.94% N Lot 3 - Functional, Free Weights and Floor Final Rank Tenderer Name Total Tender Score (%) Recommended for Contract Award (Y / N) 1 Indigo Fitness Limited 94.00% Y 2 Anytime Leisure Limited 66.77% N 3 Core Health & Fitness Trading Limited 63.85% N Lot 4 - Studio and Indoor Cycle Final Rank Tenderer Name Total Tender Score (%) Recommended for Contract Award (Y / N) 1 Indigo Fitness Limited 76.84% Y 2 Core Health & Fitness Trading Limited 73.20% N Page 225 of 240
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Appendix 2 – Summary of Procurement Process Response CPT Contract Reference Allocated: NLC-CPT-22-013 Tender Platform Utilised: PCS-Tender (PCST) Procurement Procedure Utilised: Open Procedure Governing Legislation / Regulations: Public Contracts (Scotland) Regulations 2015 Date Contract Strategy Approved: 21 December 2022 Date Contract Notice Published: 21 December 2022 Tender Return Deadline: 25 January 2023 Basis of Contract Award: 60% Quality 40% Price for all Lots Evaluation Team: Staff from Education and Families Anticipated Contract Start Date: 01 April 2023 Total Contract Period (Months): 60 + 12 + 12 Lot Reference / Response All Lots 1 2 3 4 Total Expressions of Interest Received: 24 19 15 15 15 SME % of Expressions of Interest: 79.2% 73.7% 80% 80% 80% NLC Based % of Expressions of Interest: 0% 0% 0% 0% 0% Number of Tenders Received: 6 3 4 3 5 Tenders Received from SME’s: 66.7% 33.3% 50% 100% 60% Tenders Received from NLC Based Tenderers: 0% 0% 0% 0% 0% Number of Non−compliant Tenders: 7 2 2 0 3 Number of Compliant Tenders: 8 1 2 3 2 Number of Recommended Tenderers: 3 0 1 1 1 Maximum Total Contract Value: £2.6m £1.1m* £0.1m £0.8m £0.6m * £1.1m was estimated for Lot 1 but this Lot is not being recommended for award. Page 226 of 240
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Appendix 3 – SME Status and location of all Tenderers Name of Tenderer Size of Tendering Organisation (Micro, Small, Medium or Large) Location (Local Authority / Council Area) Anytime Leisure Limited SME Edinburgh Core Health & Fitness Trading Limited SME Buckinghamshire Indigo Fitness Limited SME Warwickshire Life Fitness UK Limited Large Cambridgeshire Stages Indoor Cycling UK Limited SME London Technogym UK Limited Large Berkshire Page 227 of 240
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Appendix 4 – Community Benefits Within tenders recommended for appointment to the Framework Agreement, the following community benefits have been committed to: Community Benefits from Tenderer Ranked First – Lot 2 Community Benefit Type Quantity Committed Educational Sponsorship 1 Educational Support and Skills Transfer 1 Educational Visits 1 Community Benefits from Tenderer Ranked First – Lot 3 Community Benefit Type Quantity Committed Educational Sponsorship 1 Educational Visits 1 Educational Workplace Visit 1 Work Experience Placement for an individual aged to 14 to 16 years of age 1 Work Experience Placement for an individual 16+ years of age 1 Business Mentoring and Advice to support to an SME / Social Enterprise / Voluntary organisation 1 Business Event / Briefing to promote supply chain opportunities 1 Financial Support for a Community Project / Organisation 1 Non-financial Support for a Community Project / Organisation 1 Community Benefits from Tenderer Ranked First – Lot 4 Community Benefit Type Quantity Committed Educational Sponsorship 1 Educational Support and Skills Transfer 1 Educational Visits 1 Educational Workplace Visit 1 Work Experience Placement for an individual aged to 14 to 16 years of age 1 Work Experience Placement for an individual 16+ years of age 1 Business Mentoring and Advice to support to an SME / Social Enterprise / Voluntary organisation 1 Business Event / Briefing to promote supply chain opportunities 1 Page 228 of 240
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Total Community Benefits Committed for all Lots Community Benefit Type Quantity Committed Educational Sponsorship 3 Educational Support and Skills Transfer 2 Educational Visits 3 Educational Workplace Visit 2 Work Experience Placement for an individual aged to 14 to 16 years of age 2 Work Experience Placement for an individual 16+ years of age 2 Business Mentoring and Advice to support to an SME / Social Enterprise / Voluntary organisation 2 Business Event / Briefing to promote supply chain opportunities 2 Financial Support for a Community Project / Organisation 1 Non-financial Support for a Community Project / Organisation 1 Page 229 of 240
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☐ Yes ☒ No Ref NLC-CPT-23-054 Date 05/02/24 Contract Award for Cardio and Fixed Strength Framework Agreement From Andrew McPherson, Depute Chief Executive E-mail millerstev@northlan.gov.uk Telephone 07581 006264 Executive Summary In accordance with condition 21.3.2 of the Councils General Contract Standing Orders, the Depute Chief Executive approved the award of a framework agreement for Cardio and Fixed Strength (the ‘Framework Agreement’). The Framework Agreement was for an initial period of 60 months anticipated to commence on 01 November 2023. The Council reserves the right to extend the Framework Agreement for additional periods up to a maximum of a further 24 months. The value of the Framework Agreement shall not exceed One Million One Hundred Thousand Pounds Sterling (£1,100,000) exclusive of VAT. Recommendations It was recommended that Communities Committee: (1) Acknowledge the approval of the award of the Agreement to Pulse Fitness Limited to the maximum value of One Million One Hundred Thousand Pounds Sterling (£1,100,000) exclusive of VAT. The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition statement (15) Encourage the health and wellbeing of people through a range of social, cultural, and leisure activities Programme of Work Invest in North Lanarkshire Item 12 Page 231 of 240
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1. Background 1.1 The previous contractual arrangements for gym equipment were arranged and managed by NL Leisure. A replacement framework agreement covering all gyms over multiple specific lots was awarded in March 2023 with the exception of Lot 1 for Cardio and Fixed Strength and was not like for like comparable with the previous arrangements put in place by NL Leisure. This framework agreement is a re-procurement of Lot 1 from that previously awarded framework agreement in March 2023. 1.2 North Lanarkshire Council (“NLC”) have made the commitment to improve the health and fitness offering by investing in a new gym equipment for its facilities, including but not limited to: Wishaw Sports Centre; Time Capsule; Broadwood; Ravenscraig; Airdrie Sports Centre; Tryst Sport Centre; and Sir Matt Busby. The refurbishment programme of the gyms will take approximately 4-5 years. 1.3 An overview of the requirements of this single lot Framework Agreement is to supply, deliver, install and maintain cardio and fixed strength equipment at each of the Council’s facilities. Lot 1 – Cardio and Fixed Strength 1.4 A single Contractor was required to ensure consistency of equipment. 1.5 General requirements for this framework agreement, the successful Contractor is required to: • provide maintenance of gym equipment throughout the length of the Agreement; • manage equipment warranty; • provide design and marketing support; and • undertake NLC staff training. 1.6 Contractors were asked to provide details of the benefits which they can offer as part of the Framework Agreement that would have a direct impact on the level of customer service provided both within NLC facilities and within the wider community. 2. Report 2.1 A group of technical and procurement representatives was formed to develop and agree the procurement strategy for the Agreement to enable the council to achieve maximum benefit for the requirements. 2.2 The initial estimated value of the Agreement dictated that the procurement procedure be undertaken in accordance with the Public Contracts (Scotland) Regulations 2015. An advert for the procurement opportunity was published on the Public Contracts Scotland and the UK Find a Tender (FTS) website. 2.3 The procurement procedure was undertaken as an “Open Procedure”. Invitation to Tender documentation published by the council received a total interest from twelve companies with the council receiving three tender submissions. Page 232 of 240
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2.4 Based on the evaluation criteria and scoring methodology set out in the invitation to tender package within the procurement procedure, an evaluation of tender responses received was completed by members identified by the UIG. Selection stage responses were assessed first and compliant tenderers that satisfied / declared that they met the published minimum selection stage criteria progressed to the award stage evaluation. Following identification of the recommended tenderer(s), their selection stage responses were assessed in more detail to ensure they satisfied the minimum selection stage criteria applied 2.5 This recommendation to award the Agreement follows the completion of a procurement procedure where Pulse Fitness Limited has been evaluated as demonstrating Best Value for the council. 2.6 Appendix 1 confirms the scoring achieved by each tenderer, further details of the procurement procedure is provided in Appendix 2 and the SME status and location of all tenderers is located within Appendix 3. Financial / Budget Consideration 2.7 The value of the Framework Agreement is One Million One Hundred Thousand Pounds Sterling (£1,100,000) exclusive of VAT including any option to extend. 2.8 The costs associated with contract delivery will be contained within the capital and revenue budgets for Education and Families. Price Stability 2.10 The equipment prices submitted within the procurement shall remain fixed for the first 12 months. Thereafter they will be subject to an annual price review. Community Benefits 2.11.1 The council is committed to maximising the delivery of community benefits. The procurement included a community benefit requirement, this approach is designed to deliver local community benefits where possible. 2.11.2 Within their tender, Pulse Fitness Limited committed to deliver the following community benefits within the Agreement: Community Benefit Type Quantity Committed New Job for an Individual not from a Priority Group 1 New Job for a Graduate not from a Priority Group 1 Educational Sponsorship 1 Educational Workplace Visit 1 Work Experience Placement for an individual 16+ years of age 1 Page 233 of 240
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Business Event / Briefing to promote supply chain opportunities 1 Non-financial Support for a Community Project / Organisation 1 2.11.3 The community benefits delivered as part of the Agreement includes the creation of jobs or apprenticeships. Fair Work First 2.12 Within their tender submission, Pulse Fitness Limited advised that they commit to the following areas of the Scottish Governments “Fair Work First” initiative: • Appropriate channels for effective voice; • No inappropriate use of zero hour contracts; • Action to tackle the gender pay gap and create a more diverse and inclusive workplace; • Offering flexible and family friendly working practices for all workers from day one of employment; • Oppose the use of fire and rehire practice • Payment of the real Living Wage; and • Investment in workforce development. Contract Management 2.13 Officers from Education and Families will be responsible for managing the Agreement which will be undertaken in accordance with the contract and supplier management conditions applied within the Agreement. 3. Measures of success The Framework Agreement will deliver the following outcomes; 3.1 Best Value has been considered to be demonstrated by Pulse Fitness Limited; 3.2 the appointment of a Contractor who has the experience and capability to deliver an innovative, high quality and responsive service; 3.3 the contract award procedure is compliant with the procurement legislation and internal procedures; 3.4 best value is both demonstrable and achieved; 3.5 secures a range of community benefits; 3.6 supports payment of the living wage to staff employed in the delivery of the requirements; and 3.7 performance is proactively managed against a number of Key Performance Indicators. Page 234 of 240
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4. Supporting documentation Appendix 1 Summary of Tender Evaluation Process Appendix 2 Summary of Procurement Process Appendix 3 SME Status and Location of All Tenderers Andrew McPherson Depute Chief Executive Page 235 of 240
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The maximum value of the Framework Agreement is £1,100,000.00 exclusive of VAT including any option to extend the Framework Agreement. The Council does not warrant or guarantee the amount of the total value of the Framework Agreement, this amount is indicative only. The costs associated with contract delivery will be contained within the capital and revenue budgets for Education and Families. 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 236 of 240
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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? A contract specific risk register is contained within the Contract Strategy and will be managed by the service throughout the lifecycle of the Framework Agreement. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex-Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 237 of 240
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Appendix 1 – Summary of Tender Evaluation Process Final Rank Tenderer Name Total Tender Score (%) Recommended for Award (Y / N) 1 Pulse Fitness Limited 81.20% Y 2 Life Fitness UK Limited 76.97% N 3 Core Health & Fitness Trading Limited 71.30% N Page 238 of 240
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Appendix 2 – Summary of Procurement Process Response CPT Contract Reference Allocated: NLC-CPT-23-054 Procurement Procedure Utilised: Open Procedure Governing Legislation / Regulations: Public Contracts (Scotland) Regulations 2015 Date Contract Strategy Approved: 21 December 2022 Tender Platform Utilised: PCS-Tender (PCST) Date Contract Notice Published: 18 August 2023 Total Expressions of Interest Received: 12 SME % of Expressions of Interest: 83.3% NLC Based % of Expressions of Interest: 0% Tender Return Deadline: 18 September 2023 Number of Tenders Received: 3 Tenders Received from SME’s: 3 Tenders Received from NLC Based Tenderers: 0 Number of Non−compliant Tenders: 0 Number of Compliant Tenders: 3 Number of Recommended Tenderers: 1 Basis of Award: Quality: 60% Price: 40% Evaluation Team: Staff from Education and Families Anticipated Start Date of the Agreement: 01 November 2023 Total Agreement Period (Months): 60 + 12 + 12 Awarded Value of the Agreement: £1,100,000 Page 239 of 240
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Appendix 3 – SME Status and location of all Tenderers Name of Tenderer Size of Tendering Organisation (Micro, Small, Medium or Large) Location (Local Authority / Council Area) Core Health & Fitness Trading Limited SME Buckinghamshire Life Fitness UK Limited SME Cambridgeshire Pulse Fitness Limited SME Cheshire Page 240 of 240